Nov 11, 2024
Last month, a British cabinet minister warned that excessive working from home will stunt the growth of young professionals. Of course, as per Newton’s theory, this was immediately countered with a tsunami of claims that remote work boosted productivity, mental health, and an endless raft of other positives.
With a new case being brought before the Fair Work Commission, many employers are still unsure what their obligations are and rights around working from home (WFH) as the washup from the Covid era lingers.
Some want all their employees at their desk at 9am, attending meetings in person and operating as a focused team, while others see WFH as a valuable option creating happier workers increasing productivity and output. But problems emerge when there is a disconnect between the two leading to potential areas of conflict.
As employers are switching to dual models mixing remote and onsite work, they are meeting some resistance from workers who would rather stay home.
However, working from home is not an automatic right. Rather, it is part of a negotiation process, and as employer you do have the right to set parameters around WFH or even outright deny WFH requests.
However, some problems have emerged as workers have become used to WFH and do not want to come back. To ease the transition back to the office, company leaders can do a few things to keep the process as smooth as possible.
Lay out your cards. Research has shown employees respond better if they are given a reasonable explanation as to why they should return to the office. Identify how much office time versus WFH time is required and explain why. This could be minimum of three core days a week in the office. Explain why, and seek their position on such an arrangement.
Other tactics might include explaining why time spent together is beneficial and promotes better productivity. Stress the benefits of teamwork, personal proximity, and workplace camaraderie.
There are going to be a broad range of reasons employees want to WFH and it is important employers take these on board. These include childcare, aging parents or avoiding a long commute. You need to understand why employees are requesting to WFH before any potential negotiations or concessions to take place and be prepared to factor these into discussions. As was highlighted in the recent Fair Work case, you need to look at the individual factors on a case by case basis – your cannot have a blanket rule and apply that across the board.
Research shows employees who are coerced back to the office were more disgruntled than those who were lured. Generally, employees will respond better to incentives and reasoned arguments than threats.
Possible strategies might include social events, compressed working weeks, or gym membership. The rule of thumb is reward, not punish.
At some point, there may be a need play a little harder. Although enforcing contractual obligations might be a last resort, it may be necessary. However, there can still be room for negotiation. Even if a contract mandates working at the office, if the employee has become accustomed to WFH, as an employer you can agree to be flexible and negotiate a day or two at home, with the remainder of the week at the office.
While this process may feel time-consuming, reviewing contracts and signalling future iterations or contract renewal can give employers some leverage. Again, negotiation is always preferable to coercion.
Finally, keep communicating with your employees and adapt your work practices. Being nimble is the key. If you want to retain talent, work with it. Balance your needs with those of your team. Keep talking – dialogue is key and promoting open communication channels is better than top-down directives.
While you might want everyone in the office five days a week, it is also important to understand that this may not happen overnight – or at all. Ultimately employees have the right to request flexible work arrangements including WFH,
The best solution is to negotiate, navigate and adapt to this continuously fluid situation and see this is an opportunity rather than a threat.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Sep 09, 2024
Formal recognition is usually structured on a large scale and planned ahead of time. This is the traditional type of employee recognition, often provided in the form of a bonus, raise, or positive performance review. Additionally, formal recognition almost always comes from managers, leadership, and other senior members of staff.
Informal recognition is not an “organized” form of recognition and typically isn’t planned in advance. It tends to be small-scale and occurs sporadically. A few examples of informal recognition include giving a shout-out during a company-wide meeting, sending a peer an eCard, or deciding to buy the office lunch on a random day. Informal recognition can come from peers or leadership.
Everyday recognition is even more informal than most types of informal recognition. As the name implies, this includes small, everyday gestures that demonstrate appreciation, such as thanking an employee for a good day of work when they leave the office. Everyday recognition can come from anyone at your workplace.
Employees often feel a sense of pride and surprise when recognized by their leaders, reinforcing that their contributions are noticed by those higher up. Here are some thoughtful ways leaders can show appreciation to both individuals and teams.
1. Positive Feedback: Regularly share encouraging feedback, whether through a quick email, a video call, or face-to-face. It’s simple but impactful.
2. Value-Based Awards: Recognize employees who embody company values with quarterly awards. This motivates individuals and keeps everyone aligned with the organization’s mission.
3. Public Shout-Outs: Recognize employees at an all-hands meeting, giving them a moment of visibility that highlights their efforts to the whole company.
4. Private Lunches: For employees who prefer quieter recognition, invite them to lunch to express your appreciation in a one-on-one setting.
5. Company Swag: Branded items like mugs, hoodies, or notebooks can go a long way. They’re practical and allow employees to show pride in their workplace.
6. Experiential Rewards: Consider offering experiences as rewards for exceptional performance, such as cooking classes, skydiving, or a weekend retreat.
7. Catered Meals: Treat your team to a special lunch or dinner. Make it unique with fun extras like a popcorn stand or an ice cream cart.
8. Office Outings: Organize fun team outings, like mini-golf, trivia nights, or escape rooms. Avoid alcohol-centered events to ensure everyone feels included.
9. Surprise Time Off: Give employees an unexpected day off or implement early closures on Fridays, especially during summer, as a thank-you for their hard work.
10. Wellness Days: Promote health and well-being with on-site activities like massages, yoga, or meditation sessions.
Recognition from peers is equally important since co-workers often have the closest understanding of each other’s contributions. Encouraging peer recognition fosters stronger bonds and collaboration within teams.
11. Team Trophy: Pass around a team-specific trophy (like a fun object or stuffed animal) to the person who best embodies the team’s values.
12. Sticky Notes: Leave a handwritten note on a colleague’s desk or favorite coffee mug. Small acts of kindness throughout the day can make a big impact.
13. Homemade Treats: Surprise your teammate with a homemade snack or dessert as a sweet gesture of appreciation.
14. Handwritten Notes: In a digital world, a handwritten letter can leave a lasting impression and show deep appreciation for a colleague’s efforts.
15. Social Media Shout-Outs: Celebrate your peers on social media platforms, giving them public recognition that highlights their hard work.
16. Compliment Chain: Encourage colleagues to “pay it forward” by giving compliments to people who aren’t on their immediate team, creating a more inclusive culture.
17. Recognition Software: If your team uses collaboration tools like Slack, implement recognition software that allows peers to easily share kudos for a job well done.
Implementing an employee recognition program doesn’t have to be complicated. Whether you decide to create a formal recognition program or just take small, consistent steps to thank your team, the benefits are clear. Thoughtful recognition strengthens team connections, motivates employees, and fosters a culture where hard work is genuinely valued.
Leading Others is an eight-week workshop series designed to help you get the most out of your team and build your leadership skills. Contact our team for more information or discuss building high-performing teams on 1800 868 254, or set up a meeting.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Aug 08, 2024
Creating a well-structured employee development plan empowers your employees, enabling them to align their career goals with the company’s direction, which, in turn, fuels the business’s success. Mastering the craft of formulating these plans is a nuanced process involving thoughtful steps that not only pave the way for the organisation’s prosperity but also ensure its employees are on a path of continuous personal and professional growth.
Before you start making a development plan, make sure you know the skills and competencies required to achieve the organisation’s strategic goals. By finding gaps between the current workforce’s skills and the skills needed for future success, you can lay the groundwork for thorough and effective planning. Let’s set the stage for success!
Now that you know what your company needs, decide on specific goals and aspirations with your employees through one-on-one conversations. These discussions provide insights into employees’ career aspirations, strengths, and areas for improvement, helping tailor development plans to individual needs. Use SMART criteria—specific, Measurable, Achievable, Relevant, and Time-bound—as a guideline when setting these goals.
Employee development plans should include a variety of training methods, such as on-the-job training, mentorship, formal education, and shadowing. While practical, hands-on experience and job rotation can enhance learning, mentorship and coaching can provide the necessary guidance and support to maintain employee motivation. Encouraging participation in relevant workshops, courses, or certifications and offering opportunities to learn different roles within the organisation can also significantly contribute to employee development.
Make sure to invest in providing the necessary resources and support so employees can effectively achieve their development goals. This support includes allocating time for learning, financial backing for educational endeavours, and access to internal or external training programs. Regularly reviewing and updating development plans is another essential aspect. Scheduling frequent check-ins allows for discussions on progress, addressing challenges, and making necessary adjustments so plans remain relevant and effective over time.
Once your employees’ development plans are in place, monitor their progress against set goals using performance metrics and feedback. Celebrating milestones and accomplishments can boost morale and encourage ongoing commitment to development goals. Encouraging a growth mindset within the organisation fosters a culture that values continuous learning and development. Employees should be motivated to take ownership of their growth and view challenges as opportunities for improvement.
When developing effective employee development plans, it’s crucial to engage in a comprehensive and adaptable process that connects each employee’s personal aspirations with the organisation’s overarching goals. This investment in employee growth not only benefits individual careers but also plays a key role in nurturing a strong, capable, and successful organisation.
Remember that getting outside help is okay! Get in contact with our team if you’re in need of HR help or just some advice. We are happy to help!
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Jan 10, 2024
Growing up, Dave wanted to be a geologist, but now he finds joy in simple things like tending to his raspberries and taking care of chickens and enjoying a gin.
Dave has been in the region for about nine or ten years and has a strong connection to the community. He loves the mountains and feels a bit out of place without them. He used to live near the coast, but now he appreciates beach holidays.
According to Dave, the best coffee is the one he roasts at home using a makeshift setup. He has been doing it for years and doesn’t see himself stopping anytime soon. He also thinks the best food in the region is at his house; Linda is an amazing cook, and Dave is a willing taste tester.
One of Dave’s memorable experiences was a U2 concert in Stuttgart in 1993. He and Linda were in Italy and saw someone wearing a U2 concert t-shirt with the tour dates on the back. They saw there was an upcoming concert in Stuttgart and decided then and there that they would go. They managed to get there and find some last-minute tickets and saw an incredible show. After the concert, they camped under an overhang at a caravan park due to a lack of a tent and the pouring rain. All in all, they called it a success.
Outside of work, Dave has various hobbies, including golfing and fishing. His reluctant answer to his go-to karaoke anthem is “Bow River” by Cold Chisel.
Dave’s travel plans include Japan next year, and he dreams of seeing the Earth from space. If he could instantly become an expert in something, he’d choose to be an astronaut. He’d like to be able to know that the flat earthers are wrong, for his own peace of mind.
If Dave had to spend a day in someone else’s shoes, it would be his wife’s, just to see what she deals with daily and understand her perspective better. His philosophy in life is straightforward: “I’m along for the ride.”
In our team, his unique background and perspective contribute to our collective success, making him an integral part of our professional family. We also enjoy all the fruits of Dave and Linda’s garden – and he makes a good gin too!
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Dec 12, 2023
For us at Total HRM, our year in review is about celebrating and reflecting on client and team milestones, additional ways we’ve supported our clients and broader business community and legal wins for our clients.
Here’s our 2023 year in review.
There have been a few changes to the Total HRM team this year. We’ve welcomed Sarah and Rebecca to the team, each bringing a wealth of industry, HR and customer service experience. Kim celebrated five years with us, and we welcomed our youngest recruit, Amelia, to the Total HRM team, with doting dad Ash becoming a first-time parent.
As exciting as it is to welcome new faces to the team, we were just as excited to see our team members spread their wings. Tom, Felicity, and Caitlin have accepted new opportunities to further their careers. For us, it’s all about living our vision, enabling every person in every workplace to improve themselves, their team and their results.
The Training Space was designed to be a place for learning, connecting and sharing. It’s fully equipped with a projector, webcam and AV connectivity, so it has everything you need for a collaborative session. This year, we’ve hosted large 20 to 30-person training sessions, after-hours product launches, breakfasts, and events with in-person and virtual attendees.
We’re excited to continue Leading Others in 2024. The feedback and response from this year’s session have been invaluable and overwhelmingly positive. The 10-week course helps participants develop the strong foundations to be influential leaders. Whether you’re new to a leadership role or looking to upskill, we share practical tips and best practice methods for getting the most out of your teams.
Some of the most valuable topics for participants include adding new tools to their leadership toolbox and learning to adapt their communication style based on the DiSC framework.
In 2023, we’ve worked with around 40 new clients, from government agencies to small businesses. We’ve worked across a wide range of projects with new and existing clients, including board reviews, investigations, recruitment, process reviews, and legislation compliance. One of the largest projects we worked on involved an organisational restructuring, including executive and administrator consultation, employee structure creation, and union consultation.
Our clients trust us to find high-performing team members to fill their vacant roles. It’s no secret that 2023 was a challenging year for finding suitable candidates and achieving results like these is truly one of the best parts of what we do.
A significant team milestone in 2023 was Ash’s first Fair Work case win. Ash worked on behalf of the client, guiding them throughout the entire process, including interviews, mediation and conversations with the other party.
“Because the client took our advice from the start, we were able to settle the matter with only an agreement of a statement of service to be provided by the employer. It meant that from the start, the client had a sound and defensible position in order to better defend their case and resulted in no monetary compensation being provided,” Ash said.
We’re looking forward to working with our current clients and welcoming new businesses that need support across all HR functions, from strategic planning and recruitment to investigations and exit strategies.
Leading Others will continue in 2024, with the next 10-week course beginning on Thursday, 8 February. We’re running our Wraw – Workplace Resilience and Wellbeing workshops, helping you understand what resilience is, why it’s important and how to maximise your own.
Learn more about Leading Others and Wraw
Before we jump into the new year, remember to take some time to slow down so you can return to work refreshed and ready to help your team excel.
If you need help with recruitment or strategic planning in 2024, contact our team on 1800 868 254 or set up a meeting.
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Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Oct 17, 2023
Your employees are your organisation’s most important asset – without a healthy and productive team working alongside you, your organisation won’t get very far. If you have employees struggling with their mental health, even if it’s not workplace-related, the flow-on effects can be felt throughout the entire organisation.
Employee Assitance Programs (EAPs) are an effective way for organisations to support their employees’ mental and emotional health. These programs offer a wide range of benefits not only for employees but also for the organisations that provide them.
An Employee Assistance Program (EAP) is a workplace benefit that offers confidential, short-term counselling and referral services to employees dealing with personal and professional challenges.
For employees, it means they can access a set number of free, professional mental health support to discuss issues that are affecting them at work or in their personal lives. For employers, EAPs are an important method for early intervention in reducing the impact of mental ill-health in the workplace.
EAPs have been shown to have a significant positive impact on employees’ mental health and wellbeing and can provide an effective avenue for employees to seek additional or more tailored support as needed.
EAPs are gaining in popularity as more organisation leaders begin to understand the value they bring to their employees and overall organisation success.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Oct 02, 2023
Recruitment is an important process for any business, and avoiding these common mistakes can help make it more successful. Remember to assess a candidate’s soft skills in addition to their technical skills, take the time to plan out the recruitment process, prioritize diversity and inclusion, communicate effectively with candidates, and always check references. By doing so, you can increase your chances of finding the right fit for your business and building a strong, productive team.
If you’d like to find out more about our successful recruitment campaigns, call our HR experts on 1800 868 254 or talk to an expert.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Sep 15, 2023
So, in essence, a good new team member induction process can bring numerous benefits to any business. From faster integration and improved retention to enhanced communication and engagement, it can set new team members up for success and help them feel welcomed and supported within the business. Additionally, it can improve overall performance and contribute to a positive brand image for the business.
If you need any HR advice or help with your HR documentation, please call us on 1800 868 254 or email your questions to info@totalhrm.com.au.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Sep 05, 2023
Here are some of the key reasons why offering team members flexibility in the workplace is beneficial:
Now we understand the benefits of workplace flexibility, here are seven ways that you can offer workplace flexibility to your team:
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Amelie is our Marketing Lead and currently studying for a B.A. in Business and Visual Arts. She brings her visual arts skills and eye for colour and detail to our graphics and design for the business.
Amelie uses her skills as a digital native in our Marketing team and works across our social media channels. Amelie provides administrative support and assists the recruitment team in finding great candidates.
Sarah joins the team at Total HRM following her time in a regional real estate company, most recently in HR. She brings a solid understanding of the unique dynamics and challenges within small and medium-sized businesses.
Prior to real estate, Sarah worked in the airline industry, providing her with excellent skills in customer service and how to remain calm in a crisis.
Known for her positive energy, Sarah approaches her role with enthusiasm and a genuine desire to support and uplift those she works with. With her experience in HR and recruitment, Sarah is committed to fostering a culture of inclusivity, professional growth, and employee well-being. Her ability to connect with people and create a positive work atmosphere contributes to the overall success of teams and the business as a whole.
Ashly is one of our most experienced HR Business Partners with over 20 years of experience in manufacturing and hospitality, both local and overseas, ranging from large multinational companies to small family-owned operations. Throughout his career, Ashly regularly led teams with over 30 employees while continually growing the business and aligning business strategies with employee capabilities.
Ashly has qualifications in Applied Management and Human Resources and a strong leadership and people management background. Ashly combines his experience with his qualifications to develop great workplace cultures while delivering practical support.
As our Business Services Manager, David keeps everything that is Total HRM ticking along – from overseeing administration and finance functions, liaising with clients and suppliers, to IT troubleshooting and keeping everyone on track to deliver effective customer service to all our clients.
In a business landscape of ‘information overload’, Kim’s pragmatic approach simplifies the ever-changing HR trends and legislation to obtain meaningful and maximum benefits for her clients.
Kim is well known for her ability to understand the ‘real’ issues within businesses and to provide solutions for sustained business growth.
Kim has over 20 years of experience in human resources and 15 years of business consulting experience, and she holds post-graduate Business and Human Resource qualifications.
She has vast and varied experience in senior consulting roles across varying disciplines and HR management positions within retail, manufacturing and professional service sectors.
Linda is the Managing Director of Total HRM and has worked for over twenty five years in business and consulting, including executive and senior management roles. She has worked here and overseas in numerous industries, including mining, energy and government. Her experience in areas such as production, strategic planning, finance, OHS/WHS, and lecturing in Human Resources Management at La Trobe University provides her with a unique blend of business and HR capability.
Linda has led comprehensive organisational restructures and implemented programs to improve the effectiveness of businesses with clear alignment between individuals’ contributions and organisational outcomes. She works with various local boards and executive teams in the region. She is a Certified Professional Member of the Australian Human Resources Institute.