I'd like to discuss some points raised during a discussion about recruitment during a group HR meeting.
There were interesting comments made about things to consider when changing recruitment strategies or simply engaging in large scale acquisitions. For instance:
1. When acquiring a new business unit always take into account the culture of the business. This point seems obvious in retrospect however the culture of a business or even micro cultures within a business can come secondary when discussions of market share and profitability are on the table. Will a new acquisition align with your processes? procedures? Is it a culture based around a small office environment? A culture may share the same values but work strikingly different in achieving those values through day to day processes.
2. A positive of centralised recruitment is if the recruitment team is familiar with a ride range of business areas with in the organisation they are more likely to cross recruit throughout the organisation. When recruitment is decentralised it will be more specialised however each recruitment team will be less familiar with the needs of each other team.
3. Are business units seeking quality or simply trying to fill a quantity? Businesses in high turn over environments may be doing the latter. That being said high turnover environments may not have the resources to invest in quality recruitment or it may simply not be cost effective because of the fact.
4. At the end of the day the psychological contract is between the manager and the employee not HR and the employee. What this means is what is easier for HR in terms of recruitment may not nessecarily be easier for the mangers dealing with the employee on a daily basis. That being said recruitment processes and procedures should be in the best interests of the managers as they hold the psychological contract and will hold a stronger influence on the employee's experience.
Sunday, May 2, 2010
Wednesday, March 17, 2010
The things you know...
I was fortunate enough to attend an Organisational Development meeting the other day and was once again reminded of some of the fascinating aspects of the speciality. One point I have noticed over the years is good OD often surprises you with a flash of common sense that you only notice after someone has told you. That's because we naturally take things for granted people can easily assume and create a status quo without actually testing their base thought processes.
Two points from the meeting referring to training that I found relevant to this were:
1. Don't make assumptions about succession planning / professional development plans.
Just because you think you have a good idea where you will want someone to be in 5 years doesn't necessarily mean they want to be there. There is a huge array of factors constantly having an effect on an employee's choices on career development. It may be upwards movement, sideways or even with a different company or no movement at all.
2. Don't send people for training if the environment they're returning to isn't ready to receive their new knowledge.
After studying various forms of training needs analysis when studying my degree I always keep an eye out for a lack of training as a possible cause for organisational problems. However one vital point to keep in mind is understanding the processes, culture and tools available to an employee when they return with their newly learnt skills. Without these vital elements in place you have not only wasted your time and resources but can also cause further frustration in the employee as they feel helpless to utilize their new skills.
How to create an environment back at home which fosters the integration of new knowledge is a topic for another day but these issues are definitely food for thought in the meantime.
Two points from the meeting referring to training that I found relevant to this were:
1. Don't make assumptions about succession planning / professional development plans.
Just because you think you have a good idea where you will want someone to be in 5 years doesn't necessarily mean they want to be there. There is a huge array of factors constantly having an effect on an employee's choices on career development. It may be upwards movement, sideways or even with a different company or no movement at all.
2. Don't send people for training if the environment they're returning to isn't ready to receive their new knowledge.
After studying various forms of training needs analysis when studying my degree I always keep an eye out for a lack of training as a possible cause for organisational problems. However one vital point to keep in mind is understanding the processes, culture and tools available to an employee when they return with their newly learnt skills. Without these vital elements in place you have not only wasted your time and resources but can also cause further frustration in the employee as they feel helpless to utilize their new skills.
How to create an environment back at home which fosters the integration of new knowledge is a topic for another day but these issues are definitely food for thought in the meantime.
Monday, February 8, 2010
Change management on the rise
According to the latest Hays Quarterly Report, organisations will remain focused on retention and recognise the importance of holding on to the best people as the market picks up. Therefore, HR professionals who specialise in organisational development will also be in demand in the first quarter of 2010. (http://www.humanresourcesmagazine.com.au/articles/14/0C066714.asp?Type=59&Category=917)
Organisational development / change management is a tricky subject. It involves a huge range of factors internal and external to the organisation. Quantitative factors obviously form a staple for analysis such as company and competitor statistical data. However it's the qualitative factors which can be much harder to pin down and change or even define which are equally as important. Issues of culture; organisational or otherwise, generational shifts, social norms and tacitly upheld values - all of these and many more hold tight grips on how an organisation functions and sees itself. It is these issues which I believe if effectively engaged with separate true organisational transformers from change catalysts.
You can check out current salary trends here; just search for change management.
http://content.mycareer.com.au/salary-centre/
Monday, January 25, 2010
5 Questions - Laurence Giggacher, L&D Consultant
As a change of pace I decided to interview a friend and fellow graduate from UTS. Laurence also holds a Bachelor of Arts in Organisational Learning (BAOL) and has recently been hired by Stockland as a L&D Consultant.
I want to thank Laurence for kindly answering the following questions.
1. In a few words could you explain a little about Stockland and what attracted you to it?
Stockland is a diversifed Property Investment Group, speacilising in Commercial, Residential, Industrial and Retirement Living. They have offices all around Australia and in the UK located in London & Glasgow.They're also ASX listed and one of the Top Fortune 500 companies in Investment. There are roughly about 1500 employees working within Australia and use many training programs and professional excellence systems within Learning & Development to reach desired organisational performance in maintaining engagement. What attracted me to Stockland is their approach to ehancing employee engagement and giving the employee more freedom to explore their own career development and not just focusing on reaching company targets. Stockland provides me the chance to develop my professional skills , also learn about training whilst faciliating staff by understanding their career needs and personal progression. I thought this would be a great company to be apart of and how they focus on their people as important assets all working in a holistic function towards a common goal.
2. What you find was your greatest asset when selling yourself as a graduate?
I would have to say it was an amalgamation of my work experience & BAOL that helped me get this position.The BAOL enhanced their expectations of my skills and how I learnt about Human Resources in theoritical ways and were eager to see if I could apply them pratically in a business environment within the industry. Determination, ambition and the right attitude contributes to the level of potentail a candidate can deliver to the company. That's how I presented myself as a confident graduate willing to learn about HR and take on a challenge. If you approach a job interview with relevant knowledge,some experience and eager attitude it will enhance the chance of getting the position.
4. Have you found your perceptions of what L&D or HR is from university differ at all form your workplace context?
I only found that L&D differed from a university sense because what we learnt was being used theoritically instead of a practical approach describing the notions of HR. L&D is what I did percieve in Uni, in terms of its fundamental strategical element of training and designing programs for staff. L&D is all about enhancing productivity through training and developing new skills within the organisation. In a working context L&D does reach those aspects that we discussed in Uni. For example, at Uni we discussed the theory of TMS and 360 degree feedback and in the working context I currently use these 2 systems to monitor the level of engagement in Management and feedback based on these models. So to summarise BAOL really does focus on the fundamental notions of HR and provides a great introductory base for future career & industry knowledge.
5. How well have you felt your degree prepared you for the 9 to 5 of being in L&D?
To some degree I believe that the BAOL has given me insight to prepare for the 9 to 5 job each day. There may be some areas in which were not covered in the degree but that's the joy of learning on the job. Even though I had learnt much jargon, methods, theories and read numerous case studies in the degree, not all have been relevant to the working context of L&D. Although the relevant material that was used has been able to help me understand some modules and protocol that were easily recognised from previous class activites. My perception of the BAOL is that this degree will most likely be the best preparation for this industry and explores the core aspects of HR, so students can know what to expect when finishing uni. The workplacements within the degree also provide a lot of insight into the professional world.
For more information about the Bachelor of Arts in Organisational Learning see:
http://www.handbook.uts.edu.au/courses/c10231.html
Or for more information on Stockland visit:
http://www.stockland.com.au
I want to thank Laurence for kindly answering the following questions.
1. In a few words could you explain a little about Stockland and what attracted you to it?
Stockland is a diversifed Property Investment Group, speacilising in Commercial, Residential, Industrial and Retirement Living. They have offices all around Australia and in the UK located in London & Glasgow.They're also ASX listed and one of the Top Fortune 500 companies in Investment. There are roughly about 1500 employees working within Australia and use many training programs and professional excellence systems within Learning & Development to reach desired organisational performance in maintaining engagement. What attracted me to Stockland is their approach to ehancing employee engagement and giving the employee more freedom to explore their own career development and not just focusing on reaching company targets. Stockland provides me the chance to develop my professional skills , also learn about training whilst faciliating staff by understanding their career needs and personal progression. I thought this would be a great company to be apart of and how they focus on their people as important assets all working in a holistic function towards a common goal.
2. What you find was your greatest asset when selling yourself as a graduate?
I would have to say it was an amalgamation of my work experience & BAOL that helped me get this position.The BAOL enhanced their expectations of my skills and how I learnt about Human Resources in theoritical ways and were eager to see if I could apply them pratically in a business environment within the industry. Determination, ambition and the right attitude contributes to the level of potentail a candidate can deliver to the company. That's how I presented myself as a confident graduate willing to learn about HR and take on a challenge. If you approach a job interview with relevant knowledge,some experience and eager attitude it will enhance the chance of getting the position.
3. Were there any particularly notable challenges you had to overcome when breaking into the profession?
There weren't may notable challenges that i had to overcome once I moved into a professional environment. Stockland helped me fit straight into place by implementing their orientation program and provided a fellow colleague as a mentor. Some of the systems were hard to get used too but once the instructions were clearly provided it become quite easy to adapt.Organisational Hierarchy also was a slight notable challenge whilst addressing fellow colleagues but a good way to learn about professional acumen. At first the transition into professional work can be a little bit scary but after you meet all the staff, toured the office and learnt the daily protocol, you will feel at home. The best thing to do is ask a lot of questions and record the answers so it becomes easier for you in your daily operations.
There weren't may notable challenges that i had to overcome once I moved into a professional environment. Stockland helped me fit straight into place by implementing their orientation program and provided a fellow colleague as a mentor. Some of the systems were hard to get used too but once the instructions were clearly provided it become quite easy to adapt.Organisational Hierarchy also was a slight notable challenge whilst addressing fellow colleagues but a good way to learn about professional acumen. At first the transition into professional work can be a little bit scary but after you meet all the staff, toured the office and learnt the daily protocol, you will feel at home. The best thing to do is ask a lot of questions and record the answers so it becomes easier for you in your daily operations.
4. Have you found your perceptions of what L&D or HR is from university differ at all form your workplace context?
I only found that L&D differed from a university sense because what we learnt was being used theoritically instead of a practical approach describing the notions of HR. L&D is what I did percieve in Uni, in terms of its fundamental strategical element of training and designing programs for staff. L&D is all about enhancing productivity through training and developing new skills within the organisation. In a working context L&D does reach those aspects that we discussed in Uni. For example, at Uni we discussed the theory of TMS and 360 degree feedback and in the working context I currently use these 2 systems to monitor the level of engagement in Management and feedback based on these models. So to summarise BAOL really does focus on the fundamental notions of HR and provides a great introductory base for future career & industry knowledge.
5. How well have you felt your degree prepared you for the 9 to 5 of being in L&D?
To some degree I believe that the BAOL has given me insight to prepare for the 9 to 5 job each day. There may be some areas in which were not covered in the degree but that's the joy of learning on the job. Even though I had learnt much jargon, methods, theories and read numerous case studies in the degree, not all have been relevant to the working context of L&D. Although the relevant material that was used has been able to help me understand some modules and protocol that were easily recognised from previous class activites. My perception of the BAOL is that this degree will most likely be the best preparation for this industry and explores the core aspects of HR, so students can know what to expect when finishing uni. The workplacements within the degree also provide a lot of insight into the professional world.
For more information about the Bachelor of Arts in Organisational Learning see:
http://www.handbook.uts.edu.au/courses/c10231.html
Or for more information on Stockland visit:
http://www.stockland.com.au
Monday, January 11, 2010
Games for innovation
Recently ABC Radio National Future tense had a fascinating interview with Dr Robert Dew. Robert is a games facilitator who specialises in innovation and Future Tense asked Robert a few questions about his thoughts on facilitating innovaiton.
In this particular game, participants act within a make-believe scenario. The participants are broken into four groups each playing a part of a HR department. The game itself runs for about two hours.
Here is an extract from the interview however the whole transcript and audio can be found from the ABC Radio National Website (http://www.abc.net.au/rn/futuretense/stories/2009/2769322.htm). It is certainly worth a look at and is particularly relevant in the current climate where there can be little room for failed innovation investment attempts.
Robert also interestingly spoke of evolutionary theory and how he was particularly inspired by Richard Dawkins' book The Blind Watchmaker. I confess I haven't read The Blind Watchmaker, however I have read his 30th anniversary edition of The Selfish Gene and completely understand where Robert is coming from. (See http://richarddawkins.net/RDbooks for more information if you're interested.)
Essentially evolution is an answer for a non-linear, problem-solving algorithm where you need to essentially evaluate strategies on incomplete information in a dynamic world. Robert sees a clear connection with the strict biological problem and the problem of innovation in business today.
Robert also speaks of the power of games in an unfreezing process. Especially in adult learning where you easily have a room full of people each with decades of experience. I find games excellent for these reason also however that topic may be for another blog post.
In this particular game, participants act within a make-believe scenario. The participants are broken into four groups each playing a part of a HR department. The game itself runs for about two hours.
Here is an extract from the interview however the whole transcript and audio can be found from the ABC Radio National Website (http://www.abc.net.au/rn/futuretense/stories/2009/2769322.htm). It is certainly worth a look at and is particularly relevant in the current climate where there can be little room for failed innovation investment attempts.
Robert Dew: Adults are different to children when they learn in that they have a basis of experience that they need to connect to, so what they're learning needs to be relevant. They come in with some transferable competency, and so they undertake meaning making in a very different way. In the area of innovation, it's really challenging to get people to give up linear thinking if you don't activate the child within, so to speak. So playing a game gives the ability to make a model of the world, and it also gives a way of activating people's sort of play-like sense, and that means that they're better at making connections.
In this particular game, what we want to show is how industry dynamics work, and so because we set up technically what's called a multi-round, multi-player, prisoner's dilemma, with incomplete information. We can predict very clearly what the emergent behaviours will be, and everyone goes, 'Ah, that's what happens', so it's really kind of that learning by experience concept.
Antony Funnell: And what are you hoping that they will take away from this, in terms of innovation?
Robert Dew: So I'm hoping that people understand that just because I'm faced with a contradiction, in this case a contradiction between the problem of competing and collaborating. I want to do both of those things, and I can't. I either compete or collaborate, I can't do both. With linear thinking what you do is you end up with some kind of compromise, where I compete a bit, then I collaborate a bit, and I'm not doing either very well.
To innovate you need to get to a higher ground, which is that I'm going to compete and collaborate at the same time, and so the game shows them how that's systematically constructible. So that's really what I'm trying to achieve.
Robert also interestingly spoke of evolutionary theory and how he was particularly inspired by Richard Dawkins' book The Blind Watchmaker. I confess I haven't read The Blind Watchmaker, however I have read his 30th anniversary edition of The Selfish Gene and completely understand where Robert is coming from. (See http://richarddawkins.net/RDbooks for more information if you're interested.)
Essentially evolution is an answer for a non-linear, problem-solving algorithm where you need to essentially evaluate strategies on incomplete information in a dynamic world. Robert sees a clear connection with the strict biological problem and the problem of innovation in business today.
Robert also speaks of the power of games in an unfreezing process. Especially in adult learning where you easily have a room full of people each with decades of experience. I find games excellent for these reason also however that topic may be for another blog post.
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