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.

Building resilience in the face of change

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?”

Our 3 key takeaways from the 2014 HR Summit

The annual HR Summit offers HR executives an intimate environment to participate in a focused discussion of the key new drivers shaping corporate priorities and HR strategies. This year, on its 10th anniversary, Choice Career Services was a proud sponsor and participant; engaging in dialogue around fundamental issues challenging management. The Summit was a fantastic opportunity to engage and learn from HR’s elite on issues such as establishing resilience, building employee engagement, and improving productivity within the workplace; matters that these executives face daily.

Numerous presentations were made throughout the week by members of the group, and were well received by all attendees. It was a unique opportunity to not only absorb new ideas, but shape them too.

Think global, act local: Customised local expertise now available worldwide

As Australia and New Zealand’s sole representative of CareerNet International (CNI), we are proud to announce that OI Partners Inc. and CNI talent management firms have entered into a formal alliance to jointly operate as OI Global Partners. The alliance will strengthen the career transition and coaching program capacities of both organizations through its 225 offices in 28 countries.

With a spirit line of “Leading change for organizations and individuals”, OI Global Partners now ranks among the top 3 Independent Global Firms. The alliance specializes in career transition/outplacement services, executive coaching, organizational change and employee engagement consulting, leadership and talent development, and other workforce solutions.

Reputation management: What to do before it’s too late…

When organisations contemplate change programs, great thought is given to the redesign of processes, the financial impact, and – one would hope – the human impact. However, often overlooked is the impact change will have on an organisation’s reputation, especially when surrounded by the negative commentary of affected stakeholders.

The media has highlighted this issue in recent weeks, as disgruntled employees flocked to social media channels with tweets and posts relating to their lack of engagement with the organisations and managers who employ them. It seems reasonable to assume that this activity is not wise; as Leigh Johns Australia’s Fair Work Commissioner stated ‘using social media to telegraph to the world your dissatisfaction is #dumbbehaviour’. But why do some employees deem it necessary to express their feelings to the world? The answer – uncertainty.