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.
As Mohammed Ali finished addressing 2000 graduating Harvard University seniors in 1975 he responded to a call from the crowd to “give us a poem”. Ali paused, locked eyes on the audience member who had yelled out, then ad libbed the world’s shortest poem: “Me, We”, the champ said. Though few realised it at the time, it was a powerful statement to the most privileged members of the “Me Generation” about a coming global collective consciousness that would define their children’s world.
Fast forward 40 years and Ali’s words can also be seen as a theme song for the changing face of HR practice in the second decade of the 21st century. Perhaps the greatest illustration is the shift in emphasis within the profession from talent management to team and work management. Like all great shifts in how we organise ourselves as social beings, this movement in HR is driven by the technology that underpins economic production in our society.
The demise of the linear career
Ali’s Me Generation audience in the mid-1970s were living at the height of the industrial age when the highest value production took place in massive factories and on industrial scale office floors. The critical communication technology of the time was copper telephone lines, and although it felt to people in the seventies that phones had shrunk the world dramatically, the level of connectivity they lived with was hugely limited in comparison with today. That meant organisations and the individual careers were far less impacted by others around them.
The Harvard class of ‘75 had been prepared for linear careers in which they’d select a sector of the economy, develop highly specialised skills and make a career-long progression from the bottom to the top. Many would spend their entire careers with one organisation. Some would move around between organisations, but few of that generation would anticipate working for more than three significant employers throughout their career.
What a different world the class of 2018 will be entering. Digital technology has created a hyper connected world that has transformed the makeup and operation of organisations,and made the experience of working all but unrecognisable to the 1970s.
An organisation no longer exists like an island, apart from all others. Today every part of an organisation has the potential to be in constant contact with every one of its stakeholders 24/7. Connectivity used to be a premium product, now it’s our society’s most ubiquitous commodity.
Knowledge used to be power, now it’s also a commodity. Things like knowing the most accurate market price for a product or service used to be something gained through painstaking and expensive research. It was premium knowledge that gave its holder a distinct advantage in setting prices in the market. Now market knowledge is open to everyone. The newest AI algorithms will give you an instant appraisal of what the price is for a product or service anywhere in the world at any moment in time, and what the fair market price is for that product in your market today.
From island to ecosystem
For the HR practitioner in an old-world island organisation, success was dictated by how you could build a unique corporate culture that developed and retained talent in competition with every other potential employer. In today’s organisations, that dynamic has been flipped on its head. Successful organisations today see themselves as part of a dynamic and constantly changing ecosystem. The most successful organisations today are those with the richest connections into the societies they serve. Successful careers are portfolios that see individuals move fluidly between organisations. 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.
An HR practitioner’s measure of success used to be how stable the workforce of her organisation's army of permanent employees was. Now it’s a far more complex equation. The HR practitioner finds herself managing a constantly changing mix of employees, freelancers, gig workers, part timers, and volunteers.
From individuals to teams
In this world the emphasis naturally falls less on the individual and more onto teams. There’s a realisation today that different people are good at different things. The HR practitioner is tasked with building an organisation culture that facilitates the formation of teams to perform specific tasks, then allows them to dissolve again as new teams are formed for new tasks.
Central to this shift from individual to team, from talent management to work and team management, is the understanding that individuals were never really the source of productivity in the first place. Productivity comes from how individuals work with other individuals. The sum has always been greater than the parts.
The progressive HR practitioner today understands that their most important skills are team building, team management, and measuring team effectiveness.The greatest value of an employee to an organisation in this world is not the ability to be productive as an individual, but the ability to play a role in the most productive teams.
New connected tools
To succeed in this connected world the HR practitioner needs connected tools.She needs tools to help her measure the effectiveness of teams that move beyond the old measures such as profitability or production volumes or sales levels. Those are essentially accounting measures. They’re always going to be important measures of business success, but they don’t offer any insight into the contribution people made to success. Most critically, they don’t offer any insights into the dynamics at work within the organisation’s most successful teams.
The first move to developing tools to make more meaningful measurements was the staple of 1990s HR -the engagement survey. Engagement surveys gave HR practitioners their first insight into the psychology of individuals within a workforce. For a decade they were a revolution. But now their limitations are exposed and most organisations are looking for what comes next. An engagement survey would alert you if something was wrong, but it couldn’t provide any insights into what was wrong, or how to fix it.
The rise of the Continuous Involvement System
What’s required for a connected age of constantly evolving teams is an information system that provides insights into the dynamics at work within your different teams. The system should complement your financial measures to tell you why the top performing teams are doing so well, and what the underperforming teams need to do to make improvements.
This new generation of HR information system is called the continuous involvement system. It allows managers to identify where improvements to the human dynamics of a workplace should be made, and then to measure the effectiveness of changes that are made.
By using a continuous involvement system, an HR professional can identify and encourage the kind of behaviours that make teams stronger -openness, willingness to collaborate and cede authority.
That’s important as we transition our organisational cultures from the command and control systems built to manage the Me Generation, people who began work in the 70s, 80s and 90s. HR’s challenges today is transforming old school command and control cultures into the ‘collaborate and share’ cultures that the We Generation need to succeed.
The growth in the importance of HR over the past decade reflects this generational change that’s underway right now in the philosophy of business. Its expression in business management and HR practice is the shift in emphasis from talent to team, from individual production to team productivity.
Or as Mohammed Ali might have put it, the shift from Me to We.
*Original article: HRINZ magazine, Spring 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.