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.
The fact is we’ve been doing diversity and inclusion wrong. Despite the volume of articles, think pieces, strategies and whitepapers being churned out week after week, our results are poor, and our understanding of the topic is even poorer. We don’t even need to rely on our profession for lessons about diversity and inclusion. There are striking examples out there in the real world.
Take this July's Cricket World Cup. The English team, famously humiliated in Wellington in 2015, enjoyed one of the greatest turnarounds in sporting history when they beat us in a final rightly called one of the most thrilling games of cricket history.
The team that went from a group of underperforming individuals to the highest-performing in the world put it down to a single factor - diversity and inclusion. It went from being one of the most monocultural to a genuine mix of talent, with one Irishman, two South Africans, a Kiwi, a Barbadian and two English-born Muslim players.
One of those Muslim players, Moeen Ali put the team’s success down to it’s “diversity and ability to accept and celebrate differences”. At the post-final press conference, Captain Eoin Morgan said the team’s differing views was a huge source of strength. They found unity in their differences and turned that into sporting gold.
Of course, some businesses have managed to reap the benefits too. Qantas stands out as a company that went from posting a $2.8 billion loss to a record profit of $850 million in just four years. CEO Alan Joyce was emphatic that his company’s diverse environment and inclusive culture was responsible, claiming it had generated “better strategy, better risk management, better debates, better outcomes.”
With these lessons all around us, why are we not seeing the same transformation in more Kiwi workplaces?
Let’s start with our record on demographic diversity, a familiar concept to all of us and one that generates a good amount of publicity and debate. Demographic diversity is about the makeup of our workplaces reflecting the makeup of New Zealand as a whole. Pretty basic stuff.
In March 2018, the annual Grant Thornton Women in Business Report ranked New Zealand second to last 33 out of 35 countries for female representation on the senior leadership teams of corporates around the world. This year they didn’t even release a figure for it.
This is a national shame and it should really be regarded as a national crisis. I believe that one of the major reasons we haven’t achieved demographic diversity is because of our shallow understanding of the true benefits of diversity to organisational performance. In short, we haven’t learned to understand the value of diversity of thinking.
Diversity of thinking is the real new frontier for Kiwi organisations, and we HR professionals the greatest benefit we can offer is to build workplaces that value different thinking styles and find ways to leverage them for business success.
This doesn’t mean striving for demographic diversity is wrong. Rather, a focus on building greater diversity of thought will inherently support a workforce which looks, sounds, acts and speaks differently too.
Global consulting company Deloitte uses a model that illustrates this point well. It holds that complex problems, the type that many businesses face regularly, need to be attacked in no less than six different ways: evidence, options, outcomes, people, process and risk. Very few of us are skilled more than one or two of these, so it takes groups who think differently to solve problems well.
There are a great many other models that show groups with diverse thinking produce better results. Each has its own way of articulating the same premise - that even the brightest individuals struggle to come up with better solutions to problems then diverse thinking teams of lesser academic ability.
We can go back to basics for this one, right back to one of the most fundamental of human instincts - to belong to a group. What 200,000 years of human evolution have taught us is that we need to feel a part of a group, that’s we’re valued and we’re working toward a shared goal.
In many ways, it’s the inclusion part of the whole diversity and inclusion story, and one that we’ve probably overlooked. Finding ways to make people who think differently feel meaningfully involved in the work of a single team is the key to watching that team’s productivity and innovation soar.
Getting organisations to this point is largely our responsibility as HR professionals, but ultimately it comes down to leadership style. At AskYourTeam, we’ve had 65,000 New Zealanders from 267 different organisations give us honest, anonymous feedback about their leaders, so I like to think we speak with some authority on the state of leadership in this country.
Sadly, it's not good. New Zealand leaders are badly out of touch when it comes to how involved and included, they think their employees are, and what we hear from those people directly.
One reason for this is the myth of the ‘complete leader’ that is stubbornly pervasive in New Zealand, even in 2019. These leaders are almost always male, they value toughness, and as a country, we still raise them well above their real worth.
This needs to change. It means hiring more women. And it means hiring leaders who see themselves, in the words of Harvard Business School’s Linda Hill as ‘social architects’. These leaders see their primary role as ‘building the stage, not necessarily performing on it’.
Fortunately, coaching people to practice leadership by involvement is possible and easier than you might think. At AskYourTeam we talk about the Three A’s of leadership by involvement - Awareness, Anonymity and Action.
Awareness means facing the structural barriers in the human mind that block inclusivity. This includes the unconscious bias against women than men hold, whether they will admit it openly or not.
Anonymity is about the technology we can leverage to overcome unconscious bias and enable objective decision making. One example is the introduction of blind auditions for orchestras - once players were selected on their merit and abilities alone, the number of women in orchestras jumped significantly. Similarly, workplaces that allow anonymous feedback are the ones where the status quo is constantly challenged.
Action is doing and measuring. This is about taking anonymous feedback from your organisation, acting on it, then asking for feedback again to gauge whether it has made a difference.
This is the greatest opportunity for the HR profession in New Zealand right now. To empower Kiwi leaders to practice leadership by involvement through acknowledgement, anonymity and action. Our workplaces have the potential for genuine transformation, and I am hugely excited for our industry, our leaders, and the organisations we serve.
*Originally published: HRINZ magazine, Spring issue 2019.
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.