Retain HR

Making Tough Decisions

2011-05-05T12:48:00.002+10:00

Recent events have made me question the ability of managers to make tough decisions in business, especially when it involves people. This statement is not made to offend or alienate, but more to question what is required to make those decisions. Let me explain.

I have been involved with a company that to be successful, requires the development of a high performance environment and where people management is critical. Talent is hard to find and the key issue is retaining the current talent pool, whilst developing and nurturing the up and coming talented individuals.

To do this, the manager requires exceptional communication and leadership skills, with an ability to lead and manage highly competitive, energetic and motivated individuals.

The culture needs to be one that enables individuals to achieve their goals, feeling supported with two-way feedback and open and transparent communication to minimise the risk of losing the talent.

Instead, the current manager has created a culture that is truly ineffective by managing through fear and intimidation, creating systems and processes that lack transparency and levels of communication which are almost non-existent.

Individuals within this business have raised the issues with the manager in an attempt to bring about change and “fix” the culture. The result was disastrous and the individuals were subject to recrimination for raising the issues.

The senior management responsible for this organisation are aware of the problem, concerned about it and aware of the impact it is having on everyone involved—but are unwilling or deliberately choosing not to do anything about it.

So, when did it become hard to make a decision and take action that will ultimately affect your bottom line? Right now, this business has a group of people that lack motivation, are unproductive and not engaged.

Here are my tips for managers that need to make tough decisions:

1) Have courage! Nobody said management was easy and although you may have some short term pain, the long term gain will be worth it.

2) Plan and Prepare. You need to know what the effect of your decision will be and how you are going to handle the fall out.

3) Make the decision. Not making a decision is far worse that making one you think is bad. Not making a decision reflects on your leadership ability.

4) Have alternatives. So you made the decision and it didn’t turn out exactly as you planned. Be flexible and have alternatives to address further issues.

The best piece of advice is that when making a hard decision, think of it like a band-aid. As our mothers always said, it was less painful if ripped off quickly.

Office Politics - Survival Guide

2010-08-25T22:18:00.002+10:00

Office politics are an unavoidable part of our working lives, but truly destructive or negative politics can destroy an organisation through decreased productivity and continued staff issues such as turnover and absenteeism.

“Playing politics” can and will impact the career paths of individuals in organisations everywhere. So, how can you deal with office politics, and remain professional and engaged. Here are some tips:

Number 1: Don’t choose sides!

Ensure you remain professional, pleasant and courteous to everyone. Asset yourself when you need to and don’t involve yourself in other peoples issues. Remain engaged in the business of doing your job and don’t become aligned or involved with other employees who are hell bent on tearing other employees down.

Number 2: Be trustworthy – keep confidences!

What is worse than sharing a secret? Being caught out of course!

Keep your own counsel at all times. If you have been told something in confidence – then keep it that way. People have a way of finding things out, and your Manager will not be pleased if he or she cannot trust you. Trust is built over a long period of time – and lost far more quickly.

Number 3: Build loyalty

Helping others when you can will build relationships and respect. Obviously, it’s important that you make sure your work is completed and your level of productivity is not affected – but take time for others.

Number 4: Keep your nose clean

Gossip – you can either be the person in it – or the person that spreads it. Either way, becoming the brunt of office gossip or passing it on in the kitchen over coffee is not an effective use of your time nor will it build solid working relationships.

Stay out of it!

Shift conversation onto different topic or walk away claiming you have just remembered a deadline you have to meet. Whatever you do – just don’t get in the middle of it.

Number 5: Never “bag” the Company or a Manager

So, you have had a horrible day. You’re not feeling particularly engaged at the moment! So what do you do?

What you don’t do is start bagging anyone out – or get involved in conversations where others are behaving this way. You never know who is listening or can hear you. Save your venting for when you get home and can do this safely in the walls of your own private space.

Number 6: Managers – Walk the Talk

Your actions do speak louder than words and you will be keenly observed by all your employees and others who will determine if they want to work with and for you.

Encourage and empower your team. Remember that knowledge should be shared and hanging on to it is just plain selfish.

Be honest at all times – but be sensitive. Communicate often and seek feedback and ideas.

Involve your team as much as possible. Limit the opportunity for gossip and politics by being open, honest and transparent.

Finally – set expectations and then ensure they are met.

Advice for us all. Pass it on!

2010-06-06T21:46:00.003+10:00

The following advice, provides an effective "reality check" for all of us. If only we could pass this on to all newcomers in the business world.

The list has been incorrectly attributed to Bill Gates, but in fact, it came from a book authored by Carles J. Sykes in 1996.

Enjoy!

Rule 1: Life is not fair - get used to it

Rule 2: The world won't care about your self-esteem. The world will expect you to accomplish something BEFORE you feel good about yourself.

Rule 3: You will NOT make $40,000 a year right out of high school. You won't be a vice-president with a car phone until you earn both.

Rule 4: If you think your teacher is tough, wait till you get a boss.

Rule 5: Flipping burgers is not beneath your dignity. Your grandparents had a different word for burger flipping -- they called it opportunity.

Rule 6: If you mess up, it's not your parents' fault, so don't whine about your mistakes, learn from them.

Rule 7: Before you were born, your parents weren't as boring as they are now. They got that way from paying your bills, cleaning your clothes and listening to you talk about how cool you are. So before you save the rain forest from the parasites of your parents' generation, try delousing the closet in your own room.

Rule 8: Your school may have done away with winners and losers, but life has not. In some schools, they have abolished failing grades and they'll give you as many times as you want to get the right answer. This doesn't bear the slightest resemblance to ANYTHING in real life.

Rule 9: Life is not divided into semesters. You don't get summers off and very few employers are interested in helping you find yourself. Do that on your own time.

Rule 10: Television is NOT real life. In real life people actually have to leave the coffee shop and go to jobs.

Rule 11: Be nice to nerds. Chances are you'll end up working for one.

How to Create a Positive Work Culture in an Organisation

2010-05-04T16:47:00.001+10:00

A positive, effective work culture in any organisation forms the foundation of its success. This is because when employees understand and enjoy the dynamics of the environment in which they work, they perform to their optimum level.

So how do we define the workplace culture? It provides a shared and common view of the environment among employees, answering questions like, “what is expected around here, what do we do and why do we do it”.

Here are a few suggestions for how a business can create their desired work culture, and embed it within all its employees.

1. Promote the mission and goals of the organisation and clarify how each employee’s role impacts on the achievement of those goals.

2. Ensure you offer clear, objective feedback to all employees through a structured and transparent performance management system. Your employees will learn more quickly and appreciate the feedback.

3. Ensure all employees are provided with positive reinforcement, delivered in a timely and sincere manner. A manager that notices when an employee has performed well, and recognises this performance is demonstrating effective leadership skills which enable the development of a positive workplace culture.

4. When people join the company, have a very deliberate process of induction and socialisation, where the new employees can learn about the culture. Having senior managers present to new staff in the early days sends a very powerful message.

5. Ensure that in your learning and development programs you are consistently promoting the culture.

Finally, remember that leaders who bring people together talk about 'us' more than 'I'. They re-tell stories of history and present stories that create a sense of togetherness. They create objectives for the organisation and structure the team to ensure that they work together effectively.

So if you want your culture to be positive, then it does not happen by wishing. You have to take deliberate action where the longer-term benefits will far outweigh any costs.

Bullying in the Workplace

2010-03-02T14:36:00.003+11:00

Are you being bullied at work?

• Does someone intimidate you or insult you and denigrate you?

• Does anyone talk over you , go out of their way to criticise you, or continually take credit for your work?

If you answer yes to these questions, chances are that you have been (or are currently) the subject of bullying in the workplace.

Here are some actions to take that might help to defeat the bully.

You’re not the only one

In research conducted in the USA (The Zogby study) , it was found that:
• Bosses comprise 72% of bullies.
• More men (60%) are bullies, but women bullies target other women (71%).
• 62% of employers ignore the problem; 40% of employees targeted by a bully never tell their employer.
• 45% of people targeted by a bully experience stress-related health problems including debilitating anxiety, panic attacks, and clinical depression (39%).

What will you tolerate?
Has the line in the sand been crossed? Then exercise your right to tell the bully to stop. Explain to the individual that his/her behaviour is unacceptable and let them know you will not put up with it anymore.

Confronting a bully can be difficult, but, as Littman and Hershon suggest in I Hate People, bullies are “only effective when they’re on solid ground. Ground that you can take away.”

Remember: You’re the adult dealing with a tantrum. No wise parent gives in to a child’s fit because it just leads to more fits.

Document situation's as they occur
At any time you feel bullied or are experiencing unacceptable behaviour, document the date, time and details of the incident. You should also note any witnesses who may have witnessed the incident/s. If the bullying was via email or social networking print off the material and keep copies.

Tell Management
If you have tried to resolve the issues yourself without success, you need to raise the issue with someone more senior in the organisation. It is against the law to bully someone, so be brave and stand up to them and get support.

Ensure your company has a grievance procedure which can be used in these circumstances.

New Years Goals for your Team

2010-01-16T12:28:00.000+11:00

Happy New Year. We hope 2010 will be a happy, peaceful, and successful year for you.

Last year was a difficult year, especially with the GFC affecting many of us. Wouldn’t it be nice if we had a crystal ball to tell us how this year will turn out?

We know that managers will continue to face many challenges, and one of the biggest challenges is retaining your people and helping them stay focused and motivated.

What we wish for in 2010 is that companies around the world will truly value their people and acknowledge how critical and valuable they are. Without them, your company is simply a piece of paper.

So, what goals have you set this year?
Cut Expenses?
Increase Sales?
Improve Quality?

Are these any different from last year – or the one before? How about thinking about what you want to achieve from your team?

Decrease turnover?
Increase employee engagement?
Improve communication?

So how do you do that? The best way, is to set goals. Not resolutions – GOALS!
Here’s some hints!
1. Set Specific Goals
2. Set Measurable Goals
3. Reward achievement
4. Learn from mistakes
5. Adjust goals along the way

We wish you all the best for 2010.

Tips for the Festive Season

2009-11-27T16:07:00.001+11:00

We are coming into the festive season, and with that, comes the responsibility for the health and safety of ourselves and our staff.

We need to be mindful of the effects of alcohol during the festive season and if being consumed at work-related functions, the impact this could have on the individual, the manager and the organisation.

Here are some tips to help you during this period.

1. Enjoy yourself, but remember to conduct yourself professionally. Someone will remember what you do or say on Monday.
2. Even though you may have an opportunity to “blow off steam” remember it is still a company function and you will need to face everyone again.
3. Dress appropriately - ensure you know the dress code and make an impression by dressing with style and good taste.
4. Ensure you behave appropriately. Harassment is still an issue at company functions.
5. Make sure you know how you are getting home. Getting stuck in a city is never fun.

Finally, ensure you have a good time, remain positive and festive and take care of your teammates.

Is effective communication happening in your business?

2009-11-24T12:59:00.001+11:00

Successful businesses recognise the importance of effective communication. Communication is the number one driver of change, so how do you measure up? Are you able to implement change in your workplace through effective communication?

Below are some tips on how to improve the communication levels in your workplace.

1. Address the channels you use when communicating

Information should flow freely across the workplace: top down, bottom up and sideways and you should encourage it from employees, clients, customers, vendors, stakeholders – anyone that has access to your team.

Make sure you know information is flowing through the organisation. Assess regularly and avoid the common pitfall of people or departments becoming protective of information and forgetting the bigger business picture.

Remove any roadblocks that are preventing communication from happening effectively in your workplace.

2. Remove barriers to communication

Here are some of the more common ones:

• Lack of formal communication. Don’t’ let information get out via the water-cooler chat. This creates a breeding ground for gossip, mis-information, mistrust and is ultimately bad for your business. If you have an important message to deliver, ensure you use formal channels.

• Email. Has email has become the main channel of communication in your workplace? Your tone of voice and body language are important in communication. So take the time to meet, or at least phone someone, where necessary.

• Workplace Culture. Is your workplace inhibiting the flow of information? Are your employees involved in teamwork and decision making? When key changes are made, do you invite input from the team? Remember - actions speak louder than words. Make sure you are approachable and available to your team.

• Time Management. It’s easy to get caught up in the day to day work and “forget” to communicate. Make time for your team – block your calendar and make sure you spend time informally and formally to communicate and provide feedback.

3. Listening

Probably the most important communication tip. You can’t communicate well unless you are listening effectively, so make sure you are taking time to stop talking, hear, and fully understand what others are saying during every conversation.

Are you ready for the employment changes post GFC?

2009-10-27T13:50:00.000+11:00

Cast your mind back to a time not so long ago, employees wanted more money and would jump from employer to employer for a couple of bucks an hour. Unemployment was at record lows and consumer spending was high – credit was easy and Australia was flying.

So as an employer you were in the war for talent, paying staff above market rates to ensure they stayed. In the Hunter we were competing with other parts of Australia for our own people. Skilled tradespeople along with some professionals were flying in and out of WA and Queensland chasing $$ and career opportunity from the mining boom.

Then the credit crunch and the squeeze that occurred out of the GFC has changed the employment landscape. Stability and job security are the currency of choice from today’s employee. Yes but the winds of change are about to blow. A need to work on greater retention strategies has lapsed as managers are not stressed because staff are simply staying steady. This is a dangerous management philosophy and one that in the short term may work but in the long term will cause you great pain.

Lets look at the current state of the recruitment market – in my opinion the work needed to fill current vacancies has increased due to the higher number of quality candidates applying for your roles. Before GFC with low unemployment came applicants in current roles that were leveraging for career and $$ opportunity. Today the same job ad would garner a similar response rate (perhaps a higher number of applicants) but the number of recently redundant or unemployed applicants takes the majority of the pool. So your recruitment and selection methodology become more important compared to the size of your cheque book in the past.

There are other intriguing ramifications we will feel from the economic adjustment for some time to come.

As an aging population Australia has had a generation of “Baby Boomers” heading towards retirement have to change course and “hang around” for a few extra years. These employees had plans to retire but have seen there Super savings drastically reduced and are now forced to work on. How you as an employer balances this against a younger generation of career driven people wanting those management and higher paying jobs will be key moving into the new world.

Managers who have reverted to management by fear and using the threat of job security as a retention strategy are soon going to be recruiting in large numbers as the workforce returns to the job market. This will occur and the market signs show it has already begun, increase economic confidence and rising interest rates will see your staff again looking for jobs with great rewards.

So as the world and indeed the Hunter comes out of the economic winter and heads into spring – will your business be ready to reap what you have sown? Or will you be left behind constantly playing catch up as the market shifts? I have been working with smart employers who have taken advantage of this crisis. They have acquired extreme talent thrown to the gutter by their competitors and are now in a position of power within their industry.

By the way just to impact even further the need to stay ahead in the employment landscape the federal government has new Industrial Relations legislation kicking in come Jan 1, 2010.

The team at Retain HR understand the entire employment life cycle and are ready to help your business get more out of its most important asset, the staff wearing your logo.

This article is the professional opinion of Craig McGregor – Director Retain HR.

Shocking managers may hold key to why top workers leave

2009-10-19T17:29:00.001+11:00

Employers wondering why some of their good employees are leaving should look at the behaviour of their managers, a Deakin University researcher believes.

Dr John McWilliams from Deakin’s Business School interviewed 62 technology workers who had voluntarily left their jobs with their employers.

“The problem was that these were high performing employees, an asset to the company and their employer didn’t want them to leave. Their departure was classified as regrettable, yet could have been avoided had the company taken the time to evaluate the relationship between the person and their manager and developed the interpersonal competencies of their senior staff,” Dr McWilliams explained.

Dr McWilliams said, although estimates vary depending on industry, departures generally cost business 1.5 to 2.5 times the person’s annual salary.

Unusually, his exploratory study looked at the events which precipitated the person’s decision to quit and the final shock or jarring event which challenged the way they thought about work and which finally led to their resignation. Such shocks are a very good predictor of turnover.

“The first and largest source of shocks was the behaviour of managers,” Dr McWilliams said.

“This ranged from controlling behaviour to a lack of social awareness.

“One person, for instance, had been doing two jobs clocking up 350 hours of overtime. His request for overtime payment was declined, then he was torn to shreds at a hostile performance review and offered an unacceptably low pay-rise.

“Another person decided to leave after she attempted a conversation about overwork and was told by her manager to ‘either go or stay’, so she went.

“One described being in a health emergency with her child and was later chided by her manager, for having her mobile phone switched off during this time.”

Dr McWilliams said another source of ‘shock’ were calls from head hunters.

“Many people reported regular ‘testing’ approaches from competitors and customers as a matter of course. For many the approach by the head hunter was the final resolution of an accumulation of dissatisfaction.”

Dr McWilliams said sometimes people decided to leave after they had had a break which allowed them time to think.

“One call centre manager, a single parent of a high needs child, described leaving the office late and getting stuck, at the gate, by traffic gridlock. Sitting in his car this individual decided enough was enough.

“Another found herself sitting in the car park of a hospital in a country town while her father-in-law- was dying. She was on a conference call between Singapore and the US which was going through budgets. She just stopped and asked herself what the hell is going on.”

Dr McWilliams said stories like these went unnoticed in exit surveys. “It is so difficult to collect the data. No-one tells the truth in exit surveys. Companies pay lip service to these anyway. They should not be carried out by HR, or the manager, but an independent third party who can give you the bad or good news.”

The Importance of Strategic Planning

2009-09-29T12:46:00.001+10:00

If you own or manage a business, you need to develop a way of analysing the areas that will most affect your ability to gain an advantage in the marketplace.
Identifying the strengths and weaknesses of your business, along with environmental factors and the opportunities that exist is essential in creating a strategic plan.

Having this information at your fingertips will help you make better, more informed, educated decisions which will ultimately help your business become more successful.

A strategic plan provides a vision and sets a clear direction for your team and in most cases, a set of goals that will help measure the overall success of the business.

The first step in developing a strategic plan is identifying the mission or purpose of the organisation, along with the goals and objectives. Defining the purpose of a business forces the management team to look at the products and services on offer and how they will be used. This is where you ask your management team one basic question - what business should we be in?

In developing a strategic plan, it is essential to analyse the environment. The environment will define what options are available for management to take advantage of. For example, in today’s climate conscious society, producing a cost effective hybrid car would provide competitive advantage to a car company e.g. the Toyota Prius.

Conducting a SWOT analysis is the next phase. Looking internally enables management to identify the strengths and weaknesses within the business. What is it that the business does really well – and not so well? It is in this phase that management should ensure they take into account the culture and impact this has on their chosen strategy.

Externally, it is important to consider the opportunities that can be exploited and the threats that will be faced by the business.

Once this is done, a review of the organisation’s current resources is imperative. Does the business have the right skills and experience to achieve the goals and objectives of the company? Are new products or services required? What is the financial state of the business? Is there cash flow and money that can be spent on developing new ideas or marketing? Is there core business that needs to be consolidated?

Only after this process has been undertaken, can management effectively formulate real strategies using the information that has been gathered. Strategies need to be established at all levels of the business both at the highest corporate level – down to functional levels where business units need to align their performance with the overall business.

The final two steps are implementing and evaluating the strategies based on the performance. It is at this stage, that adjustments can be made if necessary to ensure continued success.

Retain HR run workshops with management teams on developing Strategic Plan and assisting with SWOT analysis. Contact us to find out more.

Retain HR
Recruit | Retain | Results

Effective Listening at Work

2009-09-15T09:53:00.000+10:00

I was asked by a client recently to conduct a training session on Effective Communication in the Workplace.

Key to this topic is the ability to listen, and we spent considerable time working on how we do this and how we can improve. In fact, within the group, there were a number of participants that had an “a-ha” moment.

So, why is listening so important?

As human beings, we often focus on our ability to talk and speak, believing that what we say equals good communication. Listening is much more than just hearing. Listening includes transmitting or processing what you have heard.

Listening takes work and when it comes to improving our communication there is no getting around that.

So, what are some steps to improving our listening skills?
1. Remain Neutral
2. Give your complete attention
3. Restate main points
4. Don’t jump to conclusions
5. Remember that you can think faster than someone can talk
6. Keep your mind open
7. Restrain your emotions.

For more information, contact us!

Human Resources Humour

2009-09-14T16:42:00.000+10:00

A man in a hot air balloon realised he was lost. He reduced altitude and spotted a woman below. He descended a bit more and shouted: "Excuse me, can you help me? I promised a friend I would meet him an hour ago, but I don't know where I am."

The woman below replied: "You are in a hot air balloon hovering approximately 30 feet above the ground. You are 51º21,32.87 degrees north latitude and 0º21,32.87 degrees west longitude."

"You must be an IT specialist," said the balloonist.

" I am," replied the woman. "How did you know?"

"Well," answered the balloonist, "everything you told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost. Frankly, you've not been much help so far."

The woman below responded: "You must be in HR."

"I am, "replied the balloonist. "But how did you know?"

"Well," said the woman, "you don't know where you are or where you are going. You have risen to where you are due to a large quantity of hot air. You made a promise, which you have no idea how to keep, and you expect people beneath you to solve your problems. The fact is you are in exactly the same position you were in before we met, but now, somehow, it's my fault."

A Case Study – Management Assessment Centre

2009-09-03T16:10:00.000+10:00

Company X is a not-for-profit organisation that is going through significant growth and change which is expected to continue over the next 12- 18 months.

For some managers, this will be a challenge as they will be managing staff for the very first time, and in some cases, the teams may grow and have as many as 15 staff.

Recently we were approached by Company X, who wanted to identify a way to review their management team, their core skills and behaviours, and identify any development needs.

We were asked to deliver a process, which is cost effective, able to meet their time constraints and provide the organisation with a sound appraisal of its team. This is to be followed up with a training plan to address the gaps.

Retain HR came up with the idea of an Assessment Centre where the core management competencies could be reviewed across a series of exercises.

Each team member was asked to give up one day, in which they underwent a psychometric profile, a behavioural interview, a series of in-basket exercises and a role play. Each exercise was aimed at addressing each competency more than once to enable each participant to have the best opportunity to demonstrate their competency.

The exercise was an overwhelming success and if you are interested in finding out more, contact us at Retain HR.

Pyschometric Profiling & DISC

2009-08-04T12:26:00.001+10:00

Psychometric profiling is being used by a vast number of employers around the world. In the UK it is estimated that nearly ¾ companies now rely on psychometric profiling when recruiting. In the US it is estimated that 75% of Fortune 500 companies use DISC a simple yet effective profiling tool.

It has become common for employers to use psychometric profiling to understand, enhance and improve individual and organisational performance.

It is clear that when it comes to recruiting, conducting psychometric profiling can provide insights into the applicants and help reduce the risk of selecting candidates that will not fit the team or company.

However, it is becoming apparent that there are also significant benefits in utilising psychometric profiling in developing both individuals and teams. Understanding communication and someone’s working style can assist in retaining employees, improving communication and increasing productivity.

DISC is one of the most commonly used profiling tools in business today – and for my money, the best – and most effective tool.

DISC is an exercise in self assessment. It is a foray into our own unique preferred working and communication styles. It identifies how we behave, communicate and interact. Our behaviour is an integral part of who we are, and it is suggested that those high performers in business are those who have an innate ability to understand themselves, to self assess and have knowledge of, and to work with others using their strengths and weaknesses.

So the next time you are putting together your HR programs think of DISC and all it can do for you.

Clare McCabe is accredited in DISC and is able to work with you to get the best results. Go to www.macpachr.com for more information.

Background Checks

2009-07-30T12:22:00.002+10:00

Background checks are a critical component when recruiting.

When it comes to your company, you cannot afford to make a poor hiring decision.

Conducting a background check will reduce your risk in making a poor decision by confirming the details of an applicant.

So why perform a background check? Here are a few reasons:

1) Employers no longer feel safe they are getting what they are think. Employee negligence is on the rise and company's cannot afford to have situations where the actions of an employee have caused damage.

2) Executives, Officers and Directors face greater scrutiny in their actions.

3) Individuals are supplying false information on their resumes.

4) Legally you may be required to conduct background checks.

Ensure you are being reasonable with the checks you are conducting. You will not need to conduct the same check on every applicant. Make sure you obtain their consent and protect your business.

Simple Management Tips

2009-07-21T15:57:00.001+10:00

Just how much detail do Managers need? In today’s hectic world, keep it simple. Why make things more difficult than they are.

We spend our management lives working out how to have a productive team that’s not going to leave us in the lurch. Here’s some easy, practical steps – without complicating things.

Recruit Well

1. This is the most essential step in the process - hire the best. Hire someone that is better than you. This is not a time to be cheap. The cost of replacing someone will be more expensive in the long term.

2. Look at the behaviour and find the right fit. Skills can be taught.

3. Make sure people will want to come and work in your company. You do this through the culture you have created which is a reflection of the leadership team. What values do you instil?

Business as usual

4. Welcome your new staff member and make them feel like part of the team from the first day. Don’t leave them alone to work things out. Find a buddy for them and give up your time for them.

5. Be performance minded. Set goals and let the person know what is expected of them.

6. Provide leadership to the individual and the team. Lead by example. Remember, monkey see - monkey do!

7. Give positive feedback as much as you can, even informally. We all remember when something nice is said to us.

8. Make sure you have a system for rewarding and recognising individuals when something has been achieved – no matter how small.

Moving On

Remember that the true test of a good manager is who will come after you. Have you developed your successor? Who is the future leader?

The true test of a good manager is someone that does themselves out of a job!

2009 Community Housing Salary Survey

2009-07-12T17:03:00.002+10:00

The 2009 Community Housing Executive Salary Survey has been completed and is now available for purchase.

Respondents to the survey received a copy at no charge. We thank all respondents for their support.

The roles of CEO, CFO and General Manager have been surveyed and the results are available.

If you would like to purchase a copy, contact retain HR at mail@retainhr.com.au.

Check out the Retain HR web site

2009-07-08T11:55:00.001+10:00

http://www.retainhr.com.au/

Top Tips to Attract and Retain Your Team

2009-07-08T11:44:00.000+10:00

· Pay employees fairly – make sure you know their market value – they will!

· Treat each and every employee with respect. Show them that you care about them as people, not just as workers.

· Praise accomplishments and attempts both large and small. Praise at least 4 times more than you "criticize" and do so both publicly and in private. Convey praise both verbally and in writing, as soon as possible and ensure it is done sincerely.

· Clearly communicate goals, responsibilities and expectations.

· Let them make mistakes and help them learn from it.

· NEVER criticize in public, in front of customers or the team.

· Recognize performance appropriately and consistently. Reward outstanding performance. Do not tolerate sustained poor performance – coach and train or remove!

· Involve employees in plans and decisions, especially those that affect them. Solicit their ideas and opinions. Encourage initiative.

· Create opportunities for employees to learn and grow. Link the goals of the organization with the goals of each individual in it.

· Actively listen to employees concerns – both work-related and personal.

· Share information promptly, openly and clearly. Tell the truth… with compassion.

· Celebrate successes and milestones reached.

· Create an organizational culture that is open, trusting and fun!

Introduction to Clare McCabe

2009-07-03T17:43:00.003+10:00

Clare has extensive Human Resources Management experience in large Australian and multi-national companies, developing and implementing programs aimed at improving staff satisfaction and employer profitability.

Her experience is across a number of industries including banking, technology, financial services, manufacturing, transport, logistics and engineering sectors where she has worked both within organisations and as a consultant.

Clare also has had the benefit of working in the USA as a General Manager. In this role, Clare was responsible for developing and managing the strategic plans for the region to ensure profitability and financial goals were achieved. Clare was also responsible for implementing new systems and structures, which would enable continued and sustainable growth across North and South America.

Since returning to Australia, Clare has established her own business (www.macpachr.com) where she works in partnership with her clients to ensure they are provided with tailored HR solutions, that align with each company’s goals and objectives, enabling them to achieve continue growth.

Clare has also established a strategic alliance with Craig McGregor called Retain HR which provides innovative and unique HR and Recruitment solutions for your business. Keep an eye out for the new website www.retainhr.com.au

Mobile Phone Etiquette in the Workplace

2009-07-01T16:36:00.001+10:00

Should people be allowed to answer and use their mobile phones in meetings? Is it a temptation that is just too distracting or simply part of doing business today? Would you answer your phone in front of a customer? Do you know what is expected of you when you are given a work mobile?
Mobile phones have made it possible for us to stay in touch but they can also be irritating and annoying to team mates and customers.

Is there mobile phone etiquette? Here is a list of do’s and don’ts – but create your own within your business so your team know what behaviour is expected.

DO’s

Maintain privacy for you and others around you when using your mobile phone. Step away from others or go outside so you cannot be overheard.
Change your profile to silent, or turn your phone off while in meetings or conferences. No one wants to be distracted.
Don’t discuss confidential matters in public areas.
Remember that mobile phones are not the most cost effective method of communicating.
If you need to, let the person you are speaking with know that you are on a mobile phone and why the conversation must be kept brief.
Remember to used your phone wisely and be aware of the security and confidential nature of information you are discussing.

DON’T

Take call of answer calls when in queues or being served by someone. How can they provide customer service if you are not interested?
Talk loudly into your cell phone.
If you cannot be heard, arrange another time for a call.
Don’t use loud ring tones on your work mobile. What you use on your own mobile is your choice – but always maintain a professional approach in business.
Never answer your mobile during meetings of any sort – at work or at customers. Everyone deserves your full attention.
Use your work phone for personal phone calls.

Etiquette, no matter where you are will help ensure that you maintain excellent working relationships with everyone around you. Make sure everyone in your business is aware of what you expect.

Fair Work Act 2009

2009-06-26T17:23:00.003+10:00

The first stage of the Fair Work Act 2009 will come into being on 1 July 2009, replacing the old Work Choices legislation.

Are you ready?

Some of key changes that you need to know about, and act on immediately are:

Unfair Dismissal

From the 1st July, employees are required to work for six months before an unfair dismissal claim can be lodged, or 12 months for organisations with a smaller employee base (less than 15 full time equivalent (FTE) staff).

Employees will only have 14 days to bring an unfair dismissal claim instead of the current 21 days.

Redundancies

From 1 July, 2009, employers will be required to demonstrate that redeployment across the business was considered prior to termination in a redundancy event.

Collective Bargaining

From 1 July 2009, employers must bargain collectively in good faith with employees who want a collective agreement regarding their workplace conditions.

Make sure you are ready. Contact us at Retain HR for assistance.

Who is Retain HR

2009-06-22T20:57:00.005+10:00

Retain HR is a colloboration of Human Resource experts and a network of specialists that ensure you have an effective workforce.

Craig McGregor is a father of 3 from Maitland NSW, with a HR and Recruitment background educated at the University of Newcastle with a Bachelor's Degree in HR and a MBA from the Gradschool.

Sucessfully operating a recuitment and labour hire organistation, www.hunterindustrial.com.au he is now ready to assist organisations at a higher level as a HR partner.

Look out for the website www.retainhr.com.au coming soon and keep an eye out for an introductory post from Clare McCabe.

Effective people makes for outstanding organisations

Craig McGregor