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.
There’s been seismic shift in the dynamics driving today’s most successful organisations that is being led by HR practitioners using the technology of our highly networked age. It’s the shift from management by engagement to leadership by involvement, a move that is changing the way we think about everything from the war for talent, to how we build organisational culture.
Management by engagement is all about creating a culture where your staff are happy to be instructed what to do. In this old way of working, managers are solely responsible for issuing the orders that improve organisational performance.
Leadership by involvement is about creating cultures where team members work out what’s the best thing to do next without needing to be told. In organisational cultures like this, leaders create an environment where every worker feels empowered to make the decisions that will improve performance. These are the types of organisation that today’s best talent seeks out.
The risk of not creating an empowering culture of involvement is a living staff retention nightmare. The best people in today’s workplace will leave if they are not allowed to develop a sense of ownership around their job, to have some level of autonomy over their own actions and a genuine say in the running of the business.
The greatest symptom of the shift from engagement to involvement is the increasing replacement of annual employee engagement surveys with a new technology-enabled approaches to involving employees in running an organisation.
One of these is a New Zealand developed system AskYourTeam, which calls itself Continuous Involvement System. It aims to provide leaders with a continuous stream of insights into how to improve performance from the team members on the frontline doing the work.
In the AskYourTeam survey, employees rate the organisation's performance in 64 specific areas. Employee responses are anonymous, which encourages honesty and produces responses that workers would be reluctant to deliver to their bosses face-to-face. The result is a rich source of insights for an organisation's leadership team that tells them not only how engaged their teams are, but also where leaders need to put their energy most urgently, and what they need to do to lift the organisation's performance.
Using the insights generated by AskYourTeam, leaders can formulate specific action plans that pinpoint action most effectively to improve performance of the organisation. The system captures ideas from people all over the organisation and ensures all ideas are treated on merit because they are anonymous. This contributes genuine diversity of thought to decision making in the organisation and removes as far as possible, any unconscious bias.
AskYourTeam CEO, Chris O’Reilly, says that the contrast to a traditional engagement survey is stark. He uses medical analogies to make his point.
“An engagement survey is like a thermometer. It takes an organisation’s temperature, it tells you if everything’s OK or if something’s wrong. But it doesn’t help with telling you why it’s wrong.
“Continuous Involvement systems like AskYourTeam are more like an MRI scan that give a constant read on the performance of the organisation and show where an organisation's leaders should direct their energy to have the greatest impact on performance,” he says.
O’Reilly says the Continuous Involvement philosophy evolved out of employee engagement systems, and reflects broader shifts in workplace relationships that has seen empowerment become a primary purpose of workplace leadership over the past decade.
“It’s evolving from asking people how they feel to asking them what they think,” he says.
Yet many organisations continue to use the annual engagement survey. In some cases this is due to senior management contracts that include engagement survey KPIs. In others it’s because conventional wisdom holds that engagement drives performance - a workforce that scores higher on the engagement survey will outperform a lower performing workforce.
But even this one ironclad rule is being questioned today. Thinkers such as KPMG’s London-based partner Robert Bolton are producing studies that flip conventional wisdom on its head, suggesting that it may well be the ability to perform within an organisational culture that drives high levels of employee engagement. A chicken or egg argument like this is probably never able to be definitively resolved. What it does suggest though, is that perhaps we’re asking the wrong questions.
Most leading international thinkers agree, discussions about engagement should be replaced with discussions about organisational culture. Deloitte USA’s HR futurologist Josh Bersin says the language of the engagement survey industry has held back HR professionals for too long.
“I would suggest that using the word ‘engagement’ often limits our thinking. It's assumes that our job is to reach out and ‘engage’ people, rather than to build an organisation that is exciting, fulfilling, meaningful, and fun,” he says.
KPMG’s Bolton goes even further - suggesting that it’s time we shifted the focus of HR away from individuals and dispensed with the prevailing notion that high performing organisations are built around “rock star employees”. According to Bolton, individuals will mean increasingly less than culture in the future.
“There is no such thing as ‘talented’ individuals in the workforce of the future. It’s actually about talented organisations and talent ecosystems.”
It’s a thought perhaps most persuasively articulated by Harvard Business School leadership guru Linda Hill. She says business leadership is no longer about the visionary guru leading the charge. Hill describes the greatest business leaders of today as “social architects”. They don’t dictate orders, they build organisations that are collaborative places, where everyone feels empowered to participate in running the business. As Linda Hill puts it, today’s great leader sees their primary role as “building the stage, not necessarily performing on it”.
When the leader is able to unleash the power of the many, he or she creates what Hill calls “collective genius” – and that’s when organisations become truly innovative and can achieve their peak performance.
In many ways, leadership by involvement is a direct reflection of the era in which we live. We are undeniably highly networked and social media has created the expectation among most of us that we have to right to like, dislike and provide a rating on just about everything we encounter in our lives. The most involving work cultures learn from this and use technology like Ask Your Team to create rich cultures of deep involvement.
Linda Hill says leadership in the future will be about building a stage. That’s something every HR practitioner should take note of. In an era when workplace cultures will be increasingly dictated by HR technology like Ask Your Team, perhaps it’s time for HR to take on the starring role?
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.