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.
Ask any foreign visitor about the areas in which New Zealand leads the world, and you’re unlikely to hear “bullying” in the top ten. But that might be luck rather than a reflection of reality. In recent international studies, New Zealand has shown up near the top of bullying league tables in our workplaces and schools.
A 1,700-person academic study published in the Asia Pacific Journal of Human Resources in 2014 reported that one in five workers were affected by workplace bullying, placing us second in the developed world. With intimidating behaviour so apparently normalised in workplaces, perhaps it’s not surprising that it is also imbedded in our schools. In April 2017 the OECD’s global PISA survey of fifteen-year olds also placed New Zealand second in the world for bullying, with just over one quarter of students reporting regular exposure to some form of bullying.
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.
For the past 18 months, allowing bullying to thrive has also been a criminal act. Under New Zealand’s revamped Health and Safety laws, doing nothing to remedy a situation that’s causing mental health issues can make senior managers personally liable for prosecution, and fines or even imprisonment in extreme cases.
It’s clearly time for national action to rebalance our workplaces and schools. In our schools there are a range of initiatives underway via schools and the Ministry of Education. But it’s harder to coordinate national action in workplaces. Creating safer environments that actively discourage intimidation and bullying comes down to what each HR professional does in each workplace.
Recently we asked on online panel of senior HRINZ fellows to share their insights on how to heal our workplaces.
The first point the experts made was that workplace bullying can be difficult to detect.
Leeanne Carson-Hughes, Executive General Manager of People and Culture at City Care in Christchurch says it’s rare to see bullying get physical.
“Most often it’s exclusion from workplace activities, yelling and belittling people and constant nit-picking,” she says.
Peter Bell, Deputy CEO at mental health services provider MASH Trust says some of the most damaging bullying are sometimes subtle mind games that can have a profound impact over time.
“You see it in attitudes of exclusion, such as simply not talking to someone. Then there’s implicating people in gossip and innuendo to manipulate someone’s emotions,” he says.
Consultant Rachel Walker says bullying can affect women more than men.
“Some of the most prevalent workplace bullying women face is around sexism – female traits not being valued or the same behaviour having a different label depending on if a man or woman exhibits the behaviour. What in a man is considered assertiveness, in a woman is labelled negatively. At senior levels also, women are often the exception and therefore have a smaller support network” she says.
Results I’ve seen from the AskYourTeam, the organisational and leadership performance system where I’m CEO, provide a damning indictment on the level to which Kiwi workplaces allow bullying to thrive and support the view that women are more bullied than men.
AskYourTeam is now in its fourth year of operation and we have recorded survey responses from nearly 100,000 Kiwi workers in a range of industries. Our system asks questions on a range of areas ranging from workplace culture to staff engagement, leadership and business performance.
The survey confronts bullying head on by asking respondents to react to the assertion: “We have clear and effective systems for dealing with intimidating behaviour and workplace bullying, which are applied equally to everyone.”
On average, around one third of all AskYourTeam respondents have disagreed with this statement, with females consistently disagreeing at higher rates than men. The further away from the C-Suite the more vulnerable women feel they are. One third of women in non-management positions said they don’t think their organisation has systems to deal with bullying.
Frances Tweedy, who co-founded of the Capability Group in 1984, isn’t surprised.
“Suffice to say that in my experience women have always found it difficult to be able to alert appropriate people about bullying and intimidating behaviour,” she says
Frances Tweedy says things are changing but not in a positive way.
“Now I think men are also finding it difficult because of a general view that males are usually the ones that are using inappropriate behaviour when that is not always the case,” she says.
Experts agree that establishing a simple and anonymous system for reporting bullying is critical to stamping it out, as is acting promptly when an incident is identified. Carson-Hughes says that it’s important to send a strong message that certain behaviours are not tolerated inside an organisation. And nothing does that better than speed.
“Acting fast is vital. If we uncover a really bad situation, we dismiss quickly.”
There’s general agreement that disciplinary action is the ambulance at the bottom of the cliff, and the challenge for New Zealand HR professionals is to build workplace cultures where unsafe behaviour is not tolerated.
Peter Bell says the hallmarks of a positive working culture is when employees feel safe to raise issues in an environment of open honesty.
“It’s important to provide safe opportunity for people to raise issues, to encourage bringing things forward early rather than waiting until they blow up. Perpetrators often do things behind your back or in secret and exposing them as unacceptable is a powerful step toward eliminating them,” he says.
AskYourTeam’s respondents report that many New Zealand workplaces have a long way to go in this respect as well.
AskYourTeam asks respondents to react to the assertion: “I feel safe to tell the truth even when it is unpopular”. The results paint a telling portrait of New Zealand workplace cultures
Over one quarter of all women in non-management positions in New Zealand organisations do not feel safe to tell the truth - a clear blockage to reporting undesirable behaviour from their workmates. Contrast to this, male managers are more positive about their organisation’s culture, with only 8% feeling that they’re not safe to tell the unpopular truth.
These results would suggest that Kiwi males managing women have a blind spot when it comes to understanding how safe the women in teams feel.
At AskYourTeam we’ve encountered many male managers who feel they have a “demanding” style, but “demanding” is OK at their workplace because it’s part of the culture. In almost every instance, we’ve found these “command and control” leaders are operating with a huge blind spot. They don't realise that the people who work for them - particularly women - regard their “demanding” style as intimidating, and, when viewed through their colleagues’ eyes, their everyday behaviour is actually built around bullying.
Leeanne Carson-Hughes is unsurprised by the lack of empathy among leaders apparent from the AskYourTeam findings. She says encouraging mutual understanding of difference is the most critical activity in building inclusive cultures where bullying cannot survive. She says it won’t happen overnight, but through a long-term programme of activity tailored to the needs of an organisation and the mix of people within it where variety is key.
“We work with leaders on a host versus hero leadership style. We also work with our management teams to understand different personal styles using Myers Briggs. One of our values is ‘WE Care’ and we take a lot of pride in showing pictures of what this looks like. We run mentoring programmes for team leaders and we recently ran a workshop for women on effective communication in a male dominated environment which was well received,” she says.
None of the experts we spoke to about beating the bullies prescribes a single silver bullet solution to solve New Zealand’s most insidious workplace hazard, but they do share a consistent view that there are three things every New Zealand organisation needs to do.
First, implement a safe and anonymous reporting system. Next, take rapid action when incidents are identified. And lastly, start a programme of long-term culture building to foster a working environment of mutual understanding.
If every Kiwi organisation can get to work on those three things, then we’ll beat the bullies.
*Original article: HRINZ magazine, Summer issue 2018.
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.