We’ve provided outplacement services for many years, and it’s still surprising to come across organisations that have little idea about what good outplacement means today. As with many other organisations, this often stems from a simplistic view of the outplacement exercise, and the outcomes that should be expected of it.
A turbulent economic landscape and significant organisational change are both acute triggers for employee uncertainty. They are also both inevitable. As these circumstances arise, HR managers face a challenging paradox; to sooth employee uncertainty when they are often uncertain themselves.
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.
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.
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.
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?’
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.
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.
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.
What do you as an organisation do when confronted with change? Particularly when there is a level of ambiguity around how things are changing?
This week’s Budget has had an uncontrollably ruthless impact on many Government organisations, and more importantly, the employees within. The uncertainty Tuesday’s announcement has created is profound, and the question all employees want answered is, “What does this mean for me?”