You will note that we were relatively quiet on the Sutton saga last year. We were asked to make comment on this by the NZ Herald at the time but politely declined. We have learned from vast experience in the murky world of employment relations that there are always two sides to every story and that without facts and context nobody can really comment wisely about who was at fault or what the root cause if the issue was. The media loves a good story and often the facts get in the way of selling sensation.
In hindsight what we can say is this:
What is tragic about this case is that the turgid ‘Yes Minister’ leadership style so prevalent in the NZ Public Service looks set to continue with the apparent failure of the Sutton leadership experiment.
Whilst the rest of the global business world celebrates and encourages charismatic and heart driven leadership we fear this case will do nothing but serve to encourage other business leaders to be guarded, clipped and distant in their relationships with their teams and the general workforce.
We are of the view that there is still room for big personalities in key leadership roles…tempered with personal values such as humility, sensitivity and humanity.
So.. any charismatic leaders waiting in the wings for NZ public service leadership roles now that you know of ?
by Paul Bell
The Nelson Mail reported on Tuesday this week that New Zealanders are in the second highest tier of pure alcohol consumers in the world consuming 10.9 litres per capita. It is therefore no surprise that employers are increasingly facing alcohol abuse issues in the workplace.
At Christmas we noted one of our client employers requested that one of their employees get a medical check-up and report as it had been noticed that their usual performance level at work was deteriorating over recent months. The client was concerned and wanted to be sure the employee was not suffering from an undiagnosed health issue.
Prior to receiving the report from the doctor, thankfully the employee had the courage to admit to her employer that she was having alcohol problems and receiving treatment for alcoholism. She indicated that this was likely to be the cause of the performance impairment.
The good news about this was that the employer appreciated the honesty of the employee and supported the employee to receive further treatment and counselling for the alcohol abuse. The employer discussed and agreed a plan with the employee for future treatment, required attendance, use of alcohol that may affect work hours and performance expectations ongoing at work. The employee’s honesty with the employer opened lines of communication, gained trust and resolutions to resolve the issues and effects it was having at work. We are yet to see the long term implications of this on the employment situation and any effects on other staff members.
This is an unusual case however. Often an employer may request a random test to be completed and find a positive result. Then, depending on the workplace policies or clauses in an employee’s employment agreement, a positive result may be the cause for stand-down or dismissal.
While the issue is faced by many employers it is of greater concern for our wider communities with the ongoing social and economic costs inflicted by the large consumption of alcohol. Recent changes to blood alcohol levels when driving, recommendations to reduce youth exposure to alcohol sponsorship and advertising and strict rules around the sale of alcohol may all help but one thing is for sure; we will see more employers and workplaces affected by alcohol consumption.
We like the proactive approach by this employer and would encourage others to manage similarly if at all possible. It certainly highlights the need to have workplace policies for alcohol use and the effects that private consumption may have during work hours.
Have you as an employer faced issues with staff alcohol use or as a work colleague having to deal with another person’s alcohol abuse? How did you find the best way to deal with the situation?
by Paul Bell
What is it that makes Teamwork effective? There are many words that start with ‘c’ that are often used to define teamwork; ‘collaboration’, ‘communication’, ‘coordination’ and ‘cooperation’; but are they able to be used interchangeably? I don’t think so. They have different meanings but together create effective teamwork.
Collaboration is an aspirational concept that doesn't happen naturally in the workplace but can happen if leadership create an intentional collaborative culture.
Collaboration is defined as:
Cooperation has a different meaning:
You can cooperate without collaborating and the difference in outcomes can be considerable.
Communication is important for both collaboration and cooperation and very important to use to coordinate an agreed approach.
A collaborative approach is when a team or small group of people are interdependent, where they cooperate to share information and resources but truly work together, communicating and discussing problems that need to be resolved. That collaborative approach often results in very creative solutions. Collaboration has more than just one person working on a single problem or task, whereas cooperation with another person can have them working on separate tasks to achieve an overall goal. In my mind communication at a greater depth is required to collaborate compared to the level of communication required to simply cooperate.
In the workplace collaboration is much more likely to occur if the company has Collaborative Leaders with a set of skills that differentiate their collaborative style from other leaders. Check out a useful list of skillsets for Collaborative Leadership HERE: A key takeout from this list is that Collaborative Leadership creates communities where people unite around a common purpose and values to accomplish a shared vision.
If you want your workplace to accomplish the shared vision you have for the company and want your staff to be creative problem solvers then maybe it’s time to review how much of a difference a more collaborative culture in your workplace could make. This may require you to investigate how as a director or manager you could upskill yourself with the traits and skill sets required to become a more collaborative leader.
By Pru Bell
The new Land Transport Amendment Act (2) 2014 reduces drink driving limits by almost half for adult drivers aged over 20, from current levels of 400 micrograms (mcg) of alcohol per litre of breath to 250mcg. This means there are new levels of responsibility to employers when alcohol is provided for staff celebrations, after work drinks and Christmas parties etc.
This combined with the new tougher Health and Safety Reform Bill (due in 2015) means employers could be held liable if any guests or employees are harmed as a result of that alcohol being provided.
The new regulations will require business owners, managers and directors who have an active and influential control over the business to know and be aware of all the operational risks and hazards and how they are being managed. In the case of alcohol provision, this means that all duty holders will need to clearly identify all employees health and safety responsibilities in relation to serving and consuming alcohol, generate appropriate policies for the organisation and ensure all staff clearly understand the policies and procedures, their implementation and management.
Now is the time to make new decisions and awareness around alcohol and its distribution and management in your business environment whether you are an owner, director or manager. Even though the new Health and Safety regulations will not take affect for a few months, pre-Christmas this year is a good time to review and ensure more robust practices are in place before the “Silly Season” creates issues for you as the owner or manager and your business reputation.
It also pays to be aware of the effects of alcohol on driving incidents and impairments with age of employees and guests.
The following points have been suggested by Katherine Percy, Chief Executive at Workbase for employers to consider in preparation:
The easiest option we think is if you are having a function and providing alcohol; ensure you also have a plan covering a bus, sober drivers or taxi chits for your staff and guests to get home safely.
Last week in our a blog “Are we becoming antiquated” we discussed the need to balance your HR and recruitment technology so that the solutions are accessible to all and easy to use while ensuring that you don’t put off new people applying if your application process is cumbersome and time-consuming.
If you choose to implement an online recruitment system there are a range of different providers that can provide you with tailor made solutions dependent on the needs of your organisation. However before implementing an online candidate experience it is important to consider your target audience and ensure that the processes and the technology you put in place don’t damage your employment brand or unnecessarily complicate the process and put candidates off applying.
For more information on this read this article from HRM online
If your organisation is large enough to enjoy the benefits from an online recruitment system or whether you only recruit every now and again and have a paper based system there are still some useful common ground in regards to what recruitment processes you will put in place.
To ensure that you protect your employment brand and reputation, you need to consider what candidates will require during the recruitment process:
Access to a Job Description
Easy to Use Application Process
Regular Communication with Candidates
Robust Selection Processes
With strong employment growth expected over the 2014 – 2016 period , it may be time for you to consider whether putting in place recruitment technology for greater efficiencies will help or hinder your organisation in recruiting for the candidates who best fit your needs. Or if you currently have an online recruitment system maybe it is time to review it from a candidates perspective.
For more blogs on recruitment please see:
As a very recent convert to Twitter to support Nelsons #gigatownnsn competition (and really enjoying supporting this) there have been numerous tweets and conversation streams in regards to what the future will hold with technology for employers.
Technological advances, breakthrough technologies and the Internet of Things (IoT) are moving forward at light speed and particularly in HR Information Systems (HRIS). There are more and more HRIS services being developed and accessible through cloud based systems including online solutions for:
# Recruitment # Engagement Survey’s
# Induction # Talent Management
# Performance Management # Payroll
# Learning and Development # Remuneration Management
# Talent Profiling # Workforce Planning
# 360 Degree Feedback # Company Social Media Forums
# Exit Analytics
And before I can even get this blog posted there will be more…..
As an employer there is a fine balance between improving technological efficiencies for your organisation while still attracting and maintaining an engaged workforce. If you are implementing new solutions then these need to be accessible to all, easy to use and time efficient with tangible benefits to the organisation. You don’t want to add ‘police enforcer’ to your Job Description to ensure your employees use this technology; neither do you want to put off new people applying if your application process for candidates is cumbersome and time-consuming.
There is a financial investment as well as time and resources when implementing and maintaining a new HRIS system. However the benefits to you as an organisation in supporting your business strategy especially as your workforce becomes increasingly mobile can be a win win for all.
With a new generation of workforce who are very tech savvy and connected 24/7, your new employees will not only be expecting but also wanting online solutions in their workforce. An increasing profile on social media by your organisation is now also expected. (TWITTER, FACEBOOK, LINKEDIN GOOGLE PLUS )
When was the last time you reviewed your HR processes and systems? What are you doing to make sure your organisation is not becoming antiquated?
Please join Intepeople and get involved to support Gigatown Nelson to be the first town in NZ to win 1 GBPS internet speed.
Last week we talked about the qualities that define leaders.
But what differentiates great leaders from good leaders?
Clearly having equal measures of competence defined by capability and results, with character defined by intent and integrity...that great balance between EQ and IQ.
However success at the next level, whatever that is, can originate from the lessons of the past.
Reflect on the famous names below and how they emerged from what many would consider career defining disasters. There is no question that having the resilience to bounce back from adversity and the courage to try new things and fail define the great from the good.
by Paul Bell
We are often asked what is the difference between leadership and management and what makes up a good leader.
I came across this diagram below which we think absolutely nails what makes up the essential qualities of leadership.
Often senior people get promoted into broader leadership roles based on their performance in their current role. Whilst performance is a great marker for business success it is not always a great indicator of leadership success. Intellectual ability or competence is one thing but there is just so much more than those attributes that will define leadership.
The smartest person does not always make the best leader. The ability to inspire others to follow, authenticity, humility, being straight and true and even showing the occasional vulnerability are all the ingredients that will define great leaders.
I have always said to my kids that it is not the quality of the education (the grades you get) but the quality of the person that measures success in your career. That comes by showing you can work in a team, show resilience, and balance and sometimes juggle multiple things in your life. In other words a rounded individual grounded in pragmatism and reality will always reach greater heights in their career than those with a single obsession and focus.
Leaders inspire others to reach their individual potential and encourage their teams to dig deep in challenging times...Managers manage things and inanimate issues.
What type of leader are you?
By Paul Bell
Last week we talked about how workplace culture can be defined.
This week I would like to work through some ideas on the ways you can define and measure your workplace culture.
If culture is defined as a set of “commonly held and relatively stable beliefs, attitudes and values that exist within an organisation” then what is the best way to gather this information about those beliefs, attitudes and values.
It is key to remember that every culture is different – this is important to be top of mind when you start the planning of research into the information about your particular culture.
Culture can be broken into the following components:
We can then break each component down in order to start to define your individual culture. After each component is defined I have some suggestions on how you go about collecting information about that particular area of culture.
Symbols – this is the most basic unit of culture – these are the things you see – often first impressions. Examples of symbols include
To collect this information walk around your business with your symbols eyes on – what would a new staff member or customer see when they walk in the door, what would a new staff member see on their first day, what are on the walls of your organisation, are you open plan, is it noisy, do you have your logo and values on the walls anywhere, are they easy to see, how is everyone dressed – jeans, smart casual, formal, how do you want your customers to perceive how your company is dressed?
Language – Is the linguistic representation of culture –
Just as above – walk around your organisation with your language ears on – what is the tone of the conversation, do people talk with respect, are they having fun, do people actually listen to each other and do they hear what is said.
Narratives – are another linguistic representation of culture – e.g.
These types of narratives can be hard to find but are very powerful in terms of how your organisations culture has become what it is today.
Check out what is said on About Us on your website, ask new recruits what they had heard about the company before they started, any history you can find about the organisation – all help to define your unique culture
And then there is Practices – this is the most complex component e.g.
One of the easiest ways to collect information about practices is using the IBM Kenexa survey. This is often seen as a Staff Satisfaction Survey but the tool can also be used to collect cultural information. This survey is able to be tailored to your specific company needs. You can get staff satisfaction figures but also critical cultural information.
But you do not have to spend big money to get your cultural information – it’s about awareness from the top all the way down. If you can, create a team to work on this – from all levels of your organisation. It’s a great project for people to be involved in.
Once you have gathered the information you require – ask yourself (and your team) is this where you want your organisations culture to be and if not what parts can you change to instil new behaviours.
It is also important to then use the information collected to make positive change. Communication back to staff about changes is critical.
The biggest way to decrease staff morale is to ask for feedback and then not use it (I have seen this happen in many organisations).
Remember that cultures are constantly changing as all sorts of internal and external influences affect your company.
We look forward to hearing about techniques you may have used to define your culture.
What does workplace culture mean?
People talk about workplace culture and whether potential staff are the right ‘cultural fit’. But what is it, how can you define it? I feel that it is the environment that you provide for your employees. Together you create the feel or the unique ‘culture’ of your organisation. It’s a bit like the ‘personality’ of a company and each company will have a unique ‘personality’. Ideally employees should feel that their needs and values are met and fit with the values that the company aspires to have.
Culture in the workplace takes on many characteristics, some are tangible such as the dress code of employees or the physical work environment and some are less tangible like the company values that are espoused or the way a company communicates - casually, formerly, consistently? Largely it is up to the business owners and managers to set the stage and define and refine the culture.
Different leadership styles often come through in the company culture, where some give employees a lot of flexibility, others run a pretty tight ship and hierarchical structure. Where business owners and management understand their own personalities and the way this is reflected in the business values and expectations, the culture will be more easily defined. It is then easier to find the right employees that will fit and work well in their culture.
It is important that owners and management lead by example and they realise how their own behaviour impacts on employees’ adherence to values. Values are often documented and communicated to employees but they need to live and breathe them for the culture to be strong.
The look and feel of the workplace is often a visual reflection of the culture within. Colours and furniture can give clues to the workplace culture and the value placed on the work environment for the employees. The mood and culture you are trying to represent needs to be considered when choosing office design colours and furnishings. You will not achieve an innovative culture with old, tired and frumpy furniture.
The dress code of a business will consider employee comfort, safety requirements of the work being completed but also the desired message you are trying to convey to customers. If the expectation around clothing is not something an employee is comfortable with and they think their feelings are not being considered in that or other concerns, there is a potential to create disharmony in the ranks and a breakdown in team culture.
All in all, workplace culture is important. It defines you and it defines your business to the external world. Businesses that recognise the benefits of establishing and maintaining a strong workplace culture will also be those that are successful in other metrics as well.
How would you define your culture? .....More importantly, how would your staff or your customers define your culture?
by Pru Bell
