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.
For many decades in HR, performance management has been centred around annual performance appraisals. These occurred at both the individual level (the dreaded annual review), and the company level (the engagement survey which staff never saw the results of). Both processes are based around the practice of looking back and attempting to measure past performance. However, the value of this model has been questioned by both research in human resources and a number of leading organisations around the globe.
Performance appraisals are widely unpopular with both staff and managers. Many people are now querying whether annual performance reviews and ratings are best serving the needs of organisations and their people. Yet employees still want some sort of feedback and review and business still want intel on who their star and at risk people are. While it is still seen as good practice to be providing employees feedback on how they are doing, there has been movement away from using rating scales or internal comparisons to do this. Many large companies in the US, UK and beyond have either dropped annual performance reviews or are planning to rethink their performance management system.
Current best practice in human resources promotes regular conversations about performance and development between managers and their staff. This reflects a shift in focus from assessing the past to actively building the workforce you need. Many businesses are replacing or supplementing annual reviews with frequent, informal check-ins between managers and employees.
In this blog post we unpack the key aims of a performance management process and offer some tips for how to innovate existing processes to promote staff engagement, motivation, retention and development.
Research suggests that both managers and staff often view performance management processes as time consuming, subjective, demotivating, and ultimately ineffective at improving employee performance. As such, one key motivation for moving away from annual reviews is that they hold people accountable for past behaviour at the expense of improving current performance and building future talent. As explained by Deloitte, organisations increasingly require data which helps the business respond to changing businesses needs and career trajectories as they happen. Increasingly, businesses want to be able to respond to change rather than follow a plan. Teams are more likely to rely on collaboration, self-organisation, and self-direction. Staff need to be enabled to partake in regular reflection on how to work more effectively to respond quickly to feedback and changes in requirements.
Alongside the critique that existing annual performance reviews occur too late to influence performance in real time, there is a convincing body of research which shows performance ratings are biased. Research on appraisal scores shows ratings are affected as much by who the rater is as they are by actual performance. Whether conscious and not, personal biases influence our appraisals of other people, resulting in ratings revealing more about the rater than they do about the ratee. Such research refers to the ‘the idiosyncratic rater effect’ to describe the bias of the rater on the rating given to an employee. Taken together, these factors might help to shed light on why managers consistently report they do not see the value in performance reviews.
Beginning in the early 2000s, there have been tentative shifts in some businesses towards the relinquishing of annual performance reviews in favour of more regular, forward-looking, manager check-ins. Businesses are looking to methods for evaluating performance that are less costly and time consuming, and more effective. Over 70 percent of companies surveyed in Deloitte’s 2017 Global Human Capital Trends research reported they were in the process of reinventing how the performance process is managed in their organisation. A plethora of point systems have been developed specifically to cater to the new model of performance management so that employees and managers are getting feedback more regularly and are able to act more quickly to address issues.
Businesses want the information generated to be used for productive change and growth rather than simply reflecting on past performance. HR commentators suggest that if companies want engagement and retention among their staff and the ability to capitalise on their existing talent, their performance management processes need to be future-oriented, user friendly, and have an immediate effect on workers’ performance.
The old (annual reviews; looking back) and the new (regular coaching; looking forward) approaches to performance management represent a ‘tug-of-war’ between staff accountability and staff development respectively. That is, the shift in emphasis to improving and developing existing staff as opposed to holding them accountable for past performance reflects a position that staff performance is not fixed or predetermined for each individual, but able to be enhanced through effective coaching and management. The shift to this approach has emerged through a labour market which requires employers to be able to develop their workforce, be agile in response to change, and to utilise teamwork.
The frequent check-ins throughout the year that are increasingly replacing annual appraisals mean that employees are constantly receiving feedback on their current work. Research suggests that the most effective team leaders conduct regular check-ins with each team member about near-term work. These brief conversations help to set short-term expectations, review priorities, provide feedback on recent work, and keep both parties informed on progress. Regular check-ins promote frequent communication between manager and employee to empower people rather than micromanage them. In short, best practice points to having frequent feedback discussions rather than or in addition to annual ones, and to focus on forward-looking coaching for development rather than backward-focused rating and ranking.
Regular assessment and feedback into performance management allows the capture of multiple data points, which are referred to in some organisations as “touchpoints” or “snapshots”. While managers might still have an end-of-year discussion with staff, this is a summary of many prior conversations and opportunities for change. This model emphasises speed, agility, constant learning, and an individualised approach.
As well as reconsidering the process and structure of performance management, organisations have also sought to innovate in the ways in which performance data is collected. For example, Deloitte has sought to eliminate rater bias by asking managers to evaluate their staff not in terms of what they think of the individual, but what they would do with each team member. Instead of asking what the team leader thinks of a staff member’s skills, they ask what actions the manager would take in relation to their performance in terms of money and hiring. These both measure performance and highlight differences among team members in a ‘moment-in-time’ capture of performance.
Ideally, a performance management process should be able to do three things: measure performance, reward performance, and improve performance. Performance management systems should be able to not only assess and recognise talent, but to stimulate performance improvement and growth.They should provide a process for evaluating the work of an organisation’s people, and using this to develop, promote and compensate them accordingly.
While annual compensation decisions are still important, these can be augmented with faster and more frequent captures of performance data. Aggregating regularly captured performance data over time can support businesses decisions in relation to succession planning, development paths, and performance-pattern analysis. The quick attainment of these data points enable businesses to respond to the information (e.g. promotions) rather than draining resources to ascertain that information through meetings and discussions. It provides a rich basis for understanding, improving and recognising performance in your organisation.
A frequent, ongoing check-in approach to performance goes hand in hand with the realisation that an annual engagement survey is not enough. Many companies are either introducing pulse check surveys to sit alongside an annual engagement survey or investigating throwing it out completely. Again, there are multiple solution providers in the market that will provide mobile-friendly, easy-to-use, functionally-rich tools that can sit alongside your core HR technology platform.
Essentially, these tools do the same job as a traditional engagement survey, but they offer the ability to get the results immediately, and to survey the pulse of a small group or the whole organisation as often as required. Kiwi company AskYourTeam has extended the workplace survey beyond issues of organisational culture into operational areas. The system gathers the data from every member of an organisation about where and why the organisation is performing well and poorly. Smart HR practitioners are using this data to develop performance plans with managers and many are seeing immediate improvements in their organisation’s performance measures. Productivity improves, and employees who provide the raw data are empowered by the Continuous Involvement System process. They are more motivated, more engaged and less likely to leave the organisation.
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.