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.
Having the ability to measure and analyse aspects of organisation, team and leadership performance, helps us find out what’s really going on. Both large and small company CEOs are often left insulated from information that could challenge their assumptions allowing them to perceive a looming threat or opportunity differently. And it is not the CEOs alone who battle with the challenges of people telling them what they think their bosses want to hear, or worse, people being fearful of telling their bosses things they believe they do not want to hear; managers and people leaders at all levels of the organisation are experiencing some degree of these challenges as well.
To help executives burst their CEO bubble and give them more transparency around what’s really going on, a powerful new benchmarking insight has been made available for the first time from AskYourTeam. This insight report presents survey results taken from 36,000 participants across a range of industries and sectors where individual respondents span all levels of an organisation. Shining a light on how Kiwi leaders are doing in the areas that matter most.
The survey asks a range of 64 questions that fall under the 13 most proven Organisation Success Factors (OSF’s), covering every aspect of the workplace from remuneration, project planning, health and safety, personal development, culture and communication.
The findings offer leadership teams comprehensive health checks to the New Zealand workplace - akin to an MRI scan for the modern business. Of course, age, role, gender, tenure and so on play a part in how these trends can be analysed. Here we are bringing together results from across the board. These are the strongest and weakest attributes of New Zealand’s business leaders.
Findings show that New Zealand leaders are succeeding in building teams that are closely aligned with the strategic objectives of the company. Employees responding to the survey regularly asserted that their individual targets and measures closely matched those of the business and also expressed understanding of how their actions affect the wider organisation - this was the top ranked assertion across the survey. Leaders are providing a culture of involvement, empowering their employees and as a result lifting performance.
Employees express confidence in their leader’s ability to take their people and the organisation in the right direction. Results show that staff are regularly able to identify the vision and strategy for their organisation and this indicates that leadership is communicating company goals effectively with everyone involved. That people are expressing confidence in strategic direction from those in charge is no mean feat in today’s competitive and often uncertain global economy.
Staff report feeling motivated to put their customers first because of the outward focus of Kiwi business. Workers believe that bosses give customer relationships the right amount of importance in their business and this shows that customer-focussed behaviour should come from the top. This is the third highest ranked assertion showing that New Zealand leadership is doing well at developing customer-focussed business.
This research shows that New Zealand workers have faith in their leaders to keep pace with the competition and what is happening in the marketplace. Employees believe that the performance of their company is comparable to other organisations in the same space. Not only do Kiwi bosses respond to the competition with agility, employees also feel that leadership is effective in identifying and acting upon opportunities to grow and innovate in order to gain competitive advantage.
Telling the truth at work can be tricky at times. This data shows that employees feel leaders are providing a working environment in which people are comfortable enough to speak up and tell the truth even if it means delivering not-so-great news. This shows leaders are building strong bonds with their staff and creating a workplace where people trust those in charge to respond rationally and constructively to any issue.
Employees want to contribute to the success of the company they work for. However, survey findings report that the number one gripe about their job is feeling left in the dark when changes are made by those in charge. Disgruntled workers feel that their bosses make changes without consulting everyone who could be affected by the decision. Not only do staff want to hear what is going on at their company, they also want to be asked for their input into how the organisation runs or how to improve the business. In not providing channels for staff to have a regular say, leaders leave staff feeling disenfranchised.
Despite our leaders providing an environment in which bad news can be broken safely, results show that employees feel that their boss doesn’t provide the motivating communication they want. Bad communication by leadership leaves employees feeling uninspired and demotivated particularly relating to deadline or plan changes.
The effects of bullying and conflict within a workplace can be serious. However, according to results, leadership teams do not have clear and effective systems in place for dealing with intimidating behaviour and workplace bullying which are not applied equally to everyone. Respondents may feel more forthcoming around this issue due to the survey’s anonymity.
Leaders are missing opportunities when it comes to reviewing the success of a project. Employees report that there is a serious lack of review process when it comes to seeing how well the actual outcomes of a project reflected the forecasted outcome. There is a lack of information and analysis and so no actions are taken to try and improve next time round. Companies easily fall into a cycle of underperformance when failing to learn from previous and ongoing work.
Data shows that leaders are failing when it comes to managing ‘concept to project’. Early planning and organising of a project or initiative is key to motivating and creating a culture of involvement with the team to ensure a project’s success. Leaders are reported to be failing at the first hurdle with a lack of research and effective planning into a project. This is a critical weakness in New Zealand’s leadership.
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.