Four practical steps to manage a successful restructure

Organisational restructures are a catalyst of change; providing opportunities to improve efficiencies in the workplace and career prospects for employees. That is, if the restructure is managed effectively.

The problem is that by nature people are averse to change. Rather than seeing the opportunities that can arise from a restructure, employees are wired to perceive it as a threat.

Empower your employees to take control of their career

At the end of the day, employees and employees alone, are responsible for their own career management and balanced lives.

Organisations, however big or small, good or bad, are inherently designed to get as much as they possibly can out of their employees. If an employee is not in the frame of mind to take control of a work-life balance they want to lead, then someone else will do it for them. And chances are, their ideas of ‘balance’ won’t align.

Acknowledging generational differences encourages effective change management

Over the course of 2014, we have surveyed numerous HR practitioners over all three levels of Government in an attempt to better understand the correlation between generational groups and reactions to change.

The findings from our research were validated by an article which appeared in last week’s AFR, ‘Gen Y’s work ethic is OK.’ It discussed Tamara Erikson’s own research into generational differences and how they will continue to impact the workplace. Erikson, a world leader in generational studies, has examined the impact of ‘influences’ on generations and the way they view the world.

The technology revolution: will your skills be relevant tomorrow?

I recently read an article by Alan Kohler which highlighted the technological revolution at our doorstep and the indiscriminate impact it will have on all forms of labour.

There is no denying that our employment landscape is radically changing. The normalisation of robots, 3D printing, and other super smart technological innovations in the workplace are slowly replacing human jobs. Their low cost, high productivity, and negligible margin for error are too compelling to resist and are increasingly becoming vital in order for businesses to stay competitive.

Overcoming uncertainty through effective career management

With a projected 16,500 public service jobs to be lost over the next three years, it is no wonder why many Government employees are riddled with uncertainty about what their future might hold.

At every level of Government, departments and their employees are confronted with unavoidable change, and the challenge for all employees is, ‘How prepared am I to change in order to adapt to a new role requiring new skills?’

Career management is the key to reducing the impact of economic uncertainty

As our economy enters a period of transition, we all need to consider what the economy of the future will look like. What types of jobs will be available and what skill sets will be required to perform these jobs?

Industries undergoing significant structural change include high volume manufacturing, production of commodities, and renewable energy. In each of these industries, organisations and their employees are confronted with unavoidable change, shrouding their future in uncertainty.

Managing uncertainty and employee engagement in the face of redundancy

This week we commenced working with the employees from a major global organisation affected by redundancies arising from a lack of demand for their product within the Australian market. While this organisation announced the number of redundancies some months ago, employees were unaware as to who exactly would lose their job up until last week. The anxiety of this situation is palpable; over the months since the announcement, all of their employees were perturbed by one question – what will happen to me?

The uncertainty of their future, and ultimately their career, was the main point of concern for the employees of this organisation. It is not hard to imagine the challenge Management faced to maintain engagement, ensure quality of production, and keep focused on OH&S, when a large percentage of the workforce were preoccupied with what they may be doing in six months’ time.

The ‘cost’ of mental health to organisations

It is estimated that 45% of the Australian adult population experiences some form of mental health episode in their lifetime. Transferred through absenteeism, presenteeism, and compensation claims, mental health presents a significant cost to most, if not all, Australian organisations.

In conjunction with Beyond Blue, PriceWaterhouseCoopers (PwC) have recently released a report that delves into the return on investment for organisations can achieve when investing in a mentally healthy workplace. They have estimated that mental health costs Australian organisations close to $11 billion per annum, comprising of $4.7 billion in absenteeism, $6.1 billion in presenteeism, and $100 million in compensation claims.