Deloitte Fast 50: Fastest growing technology company
Chris O'Reilly said the company's success has been driven by the pull factors of the Hawkes Bay lifestyle, which have helped attract the right talent.
Ready to explore a new way to grow your business? Here are some tips, tools and stories to help you on your way.
Here at Milford, we’ve moved from being focused on employee engagement, to how we can get everyone involved in continuously improving our business. We aren’t concerned with just “how do you feel” - we’re actually getting to the underlying information that helps to strategically steer the organisation.
“When you make it everyone's job to drive the business forward, you get more a more involved and fulfilled team. That’s what we’ve realised since using AskYourTeam.”
Across the energy sector, there’s been a cultural shift over the last decade. At Contact Energy, that meant an overhaul of processes and leadership around health and safety. The result? A huge change in organisational culture.
“Our people are more empowered to make their own decisions, and assess risk - without the fear of blame or judgement if things go wrong.”
“AskYourTeam allowed Oil Intel to easily distinguish what areas employees felt needed to be improved.
AskYourTeam enabled us to pinpoint those areas that were most important to our people”
Read how Smith&Smith achieved better productivity and business performance by taking the guesswork out of leadership.
“As a leader I don’t guess anymore. I know exactly what to focus on to get the biggest improvements out of my team.”
Read how Swanndri built a more collaborative workplace and accelerated their growth curve with AskYourTeam.
“It allows for everyone to have an equal voice, not just management or the vocal few.”
Learn how the Canterbury Employers Chamber of Commerce built a culture of continuous improvement with AskYourTeam.
“It reinforces that continuous improvement is a really important part of any business.”
Chris O'Reilly said the company's success has been driven by the pull factors of the Hawkes Bay lifestyle, which have helped attract the right talent.
Most employees won’t put on a public display of their grievances for fear of being labelled difficult or missing out on future opportunities, they simply take their frustrations home instead. And it’s a slippery slope into low job satisfaction and poor overall health.
A healthy workplace is incredibly good for business as it creates a positive culture where things get done. Targets are achieved, new strategies are planned and brilliant ideas come to fruition - helping your employees be their best has never been more important.
Most of us can feel certain that the robots aren’t coming for our jobs just yet. Yet, the same technology is also opening exciting opportunities for us to focus on leveraging the strengths that set humans apart.
There is a growing realisation at the most senior level of New Zealand business and public sector leadership that we could operate better by becoming more diverse and more inclusive. Not because diversity is a compliance thing, because being a diverse organisation means being a smarter organisation.
It’s the greatest untapped source of increased productivity for Kiwi organisations, yet very few have managed to successfully harness the benefits of diversity and inclusion. Why aren’t we doing better?
Whether you're launching your first or fiftieth survey, giving your people the freedom to speak up in confidence without fear of judgement is key. Here's our Client Services Specialist, Kelly's, four tips how to drive top survey uptake time after time.
We have a very clear, one word understanding of what makes a great workplace culture. Involvement. When everyone in an organisation feels involved in running the business, then you have a great workplace culture.
There’s no doubt the future of HR will be tech-enabled. Every HR professional is either using a tech feedback tool or looking around for one to implement. Chris O'Reilly explains.
Here's our summary of the 2019 Deloitte Global Human Capital Trends report: Leading the social enterprise. Reinventing with a human focus comes with a bold call to action: now is not the time to tinker at the edges of your organisation— it’s time to reinvent it.
There are many areas where women are making waves in the business world. But there are still pockets which are affected by unconscious bias and areas where there is a knowledge deficit.
While modern software and new apps aim to automate processes, make recommendations for leadership training and predict staff turn-over, there is a danger of focusing too much on the technology to do the work.
Big data is not a new paradigm. It encompasses many interrelated disciplines fuelling a demand for people with entirely new skillsets. Dave Robertson explains.
Survey fatigue can occur, when people are required to participate in traditional surveys, but never get to see any action as a result of their endeavours. Here's how you can prevent it from happening in your organisation.
Finding balance and stability in our changing world is a massive challenge for business leaders. We must harness the power of teamwork for modern agile organisations to thrive and prosper.
We might not be running nuclear attack submarines, but we can all learn from Captain David Marquet and the USS Santa Fe. The best way to run a ship or an organisation is to make sure your team feels involved, invested and empowered to trust their own decisions.
Organisations should move beyond thinking about experience at work in terms of perks, rewards, or support, and focus on job fit, job design, and meaning—for all individuals across the whole organisation. Andre Clarke explains.
A common belief is that communications is at the core of successful change management. And indeed it is critical, but it’s only one part of the machine. Jen provides her three golden rules to successful change management.
Productivity grows out of involvement. If you want to build a more productive workplace culture, involve your people more meaningfully in your business.
How to get more women into senior roles? How to better celebrate the achievements of women? How to balance the demands of family and career? Jen McKay discusses how do we get a better balance in all respects.
Collaborative teams are units that bring together individuals with unique, disparate skill sets for a defined goal. Jude Manuel discusses how best to facilitate collaboration in an agile world.
The impact of the #MeToo movement has been far-reaching. What started as a campaign to build a conversation around sexual violence has gone on to permeate many aspects of our culture.
New Zealand has a shameful history of workplace bullying but there’s a growing movement among workplace culture experts to stamp it out. AskYourTeam CEO Chris O’Reilly investigates.
Today’s businesses are moving on from engagement, focusing instead on their employees’ experience of work and tapping into what they think, says Jude Manuel.
A new breed of digital HR tools in creating a people-led business revolution and providing a content read on the HR health of an organisation.
When a person is genuinely empowered in their job and involved in their organisation, they will become highly engaged, productive, loyal and keen to share their ideas and talk about what they do with colleagues by default.
Business success depends on having an effective career development strategy in place, but what role does workplace learning,and CSR play in the attraction and retention of millennial?
Helping senior leaders to understand that they are an integral part in inspiring employee loyalty enables them to acknowledge the value of other people’s ideas and input.
Talent is no longer regarded as a raw material in the economic equation to be retained for the productive working life of a human, but something to tap into according to the changing needs of the organisation at any moment.
Genuine cultures of empowerment can only come about when leaders realise that empowerment isn't an act of benevolence toward those lower down the pecking order than them.
Performance appraisals are widely unpopular with both staff and managers. People are now querying whether annual performance reviews and ratings are best serving the needs of organisations and individuals.
In an age of disruption and transformation, career transitions are the norm. Equipping people with the skills to move on will differentiate an organisation in the eyes of those who remain.
The industrial age command and control leadership is dead. It was killed by digital technology that allows people throughout an organisation to have their say in how it should be run.
Unconscious bias is the great unsolved problem of modern HR and one of the intractable barriers to building a truly diverse organisation. Almost all people hold subtle biases based on gender, ethnic and other differences and we are surprisingly powerless to do much about it.
In the past decade, the operations side of business has been revolutionised by digital connectivity. Now the smart businesses in every industry are looking for the next advantage by redesigning their organisations using a new class of digital tools and analytics driven data.
What makes a great leader? Watch four inspirational New Zealand female leaders sharing their views and thoughts on the topic this International Women’s Day.
The consequences of allowing bullying to survive in a workplace culture can be profound. From mental health issues to lost productivity and talent retention problems, bullying has the potential to undermine an organisation and cause serious harm to its members
There has been a seismic shift from management by engagement to leadership by involvement that is changing the way we think about everything from the war for talent to how we build organisational culture.
Powerful new benchmarking insights have been made available for the first time from leadership survey AskYourTeam into the strengths and weaknesses of Kiwi leadership.
After years of using a traditional engagement survey, Smith&Smith made the transition to AskYourTeam. Pati Bloor, Smith&Smith's People and Leadership Director, shares her top five tips for a successful transition.
Throughout my years as an organisational development specialist, I've noticed leaders are sometimes less-than-enthusiastic about 'HR' initiatives such as engagement surveys. I think that's understandable.
In the early days of ‘staff surveys’ we measured staff satisfaction. We then deepened our questioning to understand what made our employees feel committed to go that extra mile or ‘stay, say and strive’. It worked well for some organisations, but many have plateaued.
As leaders, it’s easy to measure what we're comfortable with, instead of what will actually have the greatest impact on the success of our business. But without a systematic approach to measuring what really matters, your business is unlikely to reach its true potential.
Leadership is no longer about the visionary guru leading the charge. That idea belongs to a time when businesses operated in a slower world. Command-and-control leadership was the norm. Times have changed.
The traditional way of thinking about engagement is linear - employee engagement leads to improved business performance. But recent research is pointing to a much more circular model.
There’s no doubt the future of HR will be tech-enabled. Every HR professional is either using a tech feedback tool or looking around for one to implement. Many of these tools are excellent and the potential of automation within many aspects of our professional practice is enormous. But let’s not get too carried away. It’s not time to take the human out of human resources just yet.
Can artificial intelligence fix the inherent gender bias in our workplaces? That’s one of the questions posed by the entertaining Argentinean HR provocateur Tomas Chamorro-Premuzic in his excellent new book Why Do So Many Incompetent Men Become Leaders? (And How To Fix It).
If you haven’t read his book or watched his TED Talk yet, then they should both be at the top of your reading and viewing lists.
Chamorro-Premuzic has the gift of saying what a lot of us think but don’t feel we can, and of backing-up his provocations with evidence. His primary assertion that the world is full of incompetent leaders, and most of them are men, is disarmingly undeniable. His explanation of why is backed by science.
He says incompetent men tend to rise to the top of orgnaisational structures because most companies concentrate precisely on the wrong traits when hiring. The trouble begins with the common human tendency to mistake confidence for competence. This leads companies to hire based on “charisma rather than humility, narcissistic tendencies rather than integrity”. And because these are traits more common in men, we tend to get more men rising to the top of management structures.
Did I mention he was provocative? He jumps right into the middle of one of the most hotly contested debates in psychology of the past generation - are there fundamental psychological differences between men and women? And if there are, which gender makes the better leader?
Chamorro-Premuzic refers to a study from University of Wisconsin academic Janet Shibley Hyde in 2014, who undertook a meta analysis from multiple studies. After analysing the vast swathes of data produced on the subject, Shibley Hyde’s conclusion was that there are indeed some slight differences between the genders. Among these differences are soft skills that are slightly more common in women and that predispose people to be better leaders. As Chamorro-Premuzic says “if leaders were selected on the basis of their emotional intelligence, self awareness, humility, integrity and coachability, the majority would be female rather than male.”
On the surface, much of what Chamurro-Premuzic says creates a strong case for increasing the role of Artificial Intelligence (AI) in core HR practices like hiring.
The promise of AI is that it can minimise the unconscious biases that mark the human condition. The inherent biases in our world against women are well catalogued in many studies over the years. Men who talk a lot at work are rated more competent by the men and women they work with. If women talk as much as a powerful man they’re rated less competent by both men and women. We reward charismatic self-absorbed people, most often men, who display bravado with leadership positions. We underrate the people who would make far better leaders, who are empathetic and not overconfident about their technical abilities. These traits are more common in women than men.
The tech giants have taken a lot of flack for the gender imbalance of their workforces over the years. True to form they’ve sought a solution made from software. Hence the rise of AI algorithms to manage recruitment, and hopefully to remove unconscious bias from the process.
The problem is, the AI solutions to date only seem to have exacerbated the problem. When AI algorithms are trained to replicate human recruiters they don’t just replicate the problem, they tend to make them worse.
The issue led Amazon to abandon a secret project to automate it’s recruitment process late last year. The problem was with the nature of AI. The algorithm was trained to replicate the traits of Amazon’s most successful employees over the past ten years and - surprise, surprise - it began spitting out even more disproportionately large numbers of male CVs.
Anyone who has spent time with computer programmers will know the coders’ great adage: “garbage in, garbage out”. In this case we might match it with the HR professional’s version: “unconscious bias in, unconscious bias out”.
The potential for AI to get it wrong can actually turn sinister. This happened in 2016 when American public life watchdog organisation ProPublica exposed flaws in COMPAS, an algorithm designed to predict the likelihood of criminal reoffending to help guide sentencing in US courts. Problem is, according to ProPublica, COMPAS over predicts the likelihood of recidivism among black males. A more recent study from Dartmouth College found that COMPAS predicted the chances of reoffending with the same accuracy as a randomly selected stranger from the internet.
So it seems technology still has a long way to go before removing our unconscious bias. And waiting for tech companies to completely automate HR so we can have diverse and inclusive workplaces is not the answer either.
But the technology does exist to create more inclusive, innovative, productive and happier workplaces. The key is not expecting it to do everything and using the technology as a tool to assist workplace leadership, not a crutch to replace it.
Many HR professionals are evaluating and implementing tech tools right now. As a guide to evaluating technology and understanding its potential to help you do your job, it’s useful to use the Three A’s of inclusive leadership as a framework: Acknowledgement, Anonymity and Action.
Step one is to acknowledge two things - first that a more inclusive workplace is critical to creating better organisational outcomes. Psychology has shown in study after study that diverse teams create better results. Harvard Business School Professor Linda Hill has shown how diverse organisations that harness the input from everyone in teams that are diverse in terms of ethnicity, gender and thinking styles - are more innovative. She calls the result Collective Genius. And that should be the tech-enabled HR person’s first acknowledgement - HR’s future should be dedicated to building organisations that are able to harness and express their collective genius.
To do that they must seek the input and involvement of everyone who works there. There are plenty of workplace feedback tools on the market to gather this feedback. Selecting the tool is not the most important task for the tech enabled HR person. It’s making sure there’s a change in the attitude of the leaders within your organisation.
Leaders of the organisations that harness their collective genius make the commitment to embrace leadership by involvement. They become inclusive leaders by emphasising Tomas Chanorro-Premuzic’s female leadership traits - emotional intelligence, self awareness, humility, integrity and the ability to change the way they learn.
Critical to making the shift to leadership by involvement is acknowledging the structural barriers in the human mind toward inclusivity. Among these are unconscious bias against women we’ve already traversed. Additionally is what Nobel prize winning behavioural economist Daniel Kahnerman calls familiarity bias - the tendency for us to be attracted to people like us. When given the chance, most people will hire and take more seriously someone who reminds them of themselves. It’s human nature, and it’s an instinct that acts against our ability to make objective decisions and become inclusive leaders.
If we acknowledge that it can be counterproductive to trust our instincts, then the role of anonymous technology to enable more objective decision making becomes critical.
In the case of hiring, it means removing it means removing gender references from CVs. In 2012, Princeton University conducted a study to uncover a bias in male and female names on CVs. The study handed a mix of CVs with both male and female names to universities seeking a laboratory manager. The results showed the applicants that were seen as "significantly more competent and hireable” - were the CVs with male names.
Symphony orchestras were among the first organizations to acknowledge the power of anonymity when assessing job candidates. Blind auditions, where unseen players are judged on their playing ability alone, have been acknowledged as the vital spark that began the transformation of the percentage female players in the world’s top orchestras move from 5% to 25% in 20 years.
In the case of the plethora of new tech tools for gathering workplace feedback, anonymity is equally transformational. Anonymous feedback tools generate honest answers.
Our experience of gathering feedback data from thousands of Kiwi workers and managers via our AskYourTeam system, anonymity creates a culture of open honest and, perhaps surprising to some, positive feedback. Without anonymity team members are more likely to be less constructive in their feedback and more likely to predict the answer their bosses want to hear - that the status quo is fine.
The critical third A is Action. Without action, change is not possible. For inclusive leaders that means analysing the anonymous feedback from their teams and acting on what they hear.
One of the gurus of the tech-enabled future of HR, Josh Bersin, has measured the impact of action on employee engagement. Bersin’s analysis shows that employees with managers that create action plans based on their feedback and carry them out are 8 times more engaged than those with bosses who don’t ask for feedback and act on what they hear.
At AskYourTeam we help organisations and leaders create ongoing cycles of asking their teams for feedback, analysing the data they collate, building action plans based on what they have heard, and then asking for feedback again to gauge the impact of their actions.
The system we have developed at AskYourTeam doesn’t assume. It’s anonymity ensures employee honesty, and the outputs present clear data, allowing for immediate implementation of organisational changes.
Systems like AskYourTeam give HR professionals the ability to empower leaders inside organisations. These systems can show a leader where they should direct their energy, and give them a clear guide for the actions they should undertake to have the greatest impact on improving the productivity of their organisation.
And in the end, perhaps this provides us with a window into the role technology can play in the future of the HR profession. Technology will not replace the human factor, but it has profound potential to temper the most negative aspects of our human instincts. Tech won’t replace humans, but it just might make us better humans.
An intensifying combination of economic, social, and political issues is forcing HR and business leaders to learn to lead the social enterprise - and reinvent their organizations around a human focus.
Diversity and inclusion are priorities for every HR pro today, but too often we shy away from conversations about the biggest barrier to creating more inclusive organisations - unconscious bias.
Deloitte’s 2017 Human Capital Trends survey of leaders from around the world identifies the critical trends shaping the HR agenda.
Josh Bersin, Principal with Deloitte Consulting, on why the traditional employee engagement survey - devoid of modern, actionable solutions - has passed its used-by date.
We analysed the world’s top leadership models to understand what the most successful businesses have in common. Then we built an independently-verified system to help you get to the heart of how your business is doing in each of these make-or-break areas. Find out how AskYourTeam generates breakthroughs in business performance.
We’ve created a system especially for public sector organisations that assesses performance against the Performance Improvement Framework (PIF) and Leadership Success Profile (LSP) models. Find out how you can take your organisation from good to great with AskYourTeam for the Public Sector.
No matter the industry or the size, all membership organisations face similar challenges around growth, retention, and nurturing active involvement from their members. Find out how you can create a voice for your members with AskYourTeam for Membership Organisations.
In consultation with EquiP, we've developed a system especially for New Zealand’s Local Government sector. AskYourTeam for Local Government optimises the underpinning processes of the Local Government Excellence Programme. Download the ebook to find out how AskYourTeam can transform your council.