achieving business outcomes through trust and …...achieving business outcomes through trust,...
TRANSCRIPT
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Achieving business outcomes through trust, common sense and authentic leadership
2019
Clare Murphy, FCPHR (She/her)
HR Director, EACH
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• Your trust in someone is your belief that they are honest and sincere and will not deliberately do anything to harm you.
• If you trust someone to do something, you believe that they will do it.
Definition of trust
SOURCE: https://www.collinsdictionary.com/dictionary/english/trust
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Origins of trust1800’s – Community
1900’s – Institutions
2019 - Employers
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SOURCE: Edelman's Trust Barometer 2019 www.Edelman.com :
77
5652
42 40
My Employer NGO Business Government Media
Most Trusted Relationship
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What causes a lack of trust?The top five factors leading to respondents’ lack
of trust in their employers were:
• lack of leadership
• a work environment not conducive to collaboration
• unfair employee compensation
• unequal opportunity for pay and promotion
• high employee turnover
SOURCE: https://www.ey.com/Publication/vwLUAssets/REPORT_-_Global_Generations_3.0/$FILE/report_global_generations_3.0.pdf:
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The leading aspects that were “very important”
in determining the level of trust to place in
employers were:
• Delivers on promises
• Communicates openly/transparently
• Provides job security
• Provides fair compensation and good benefits
Which factors promote trust?
SOURCE: https://www.ey.com/Publication/vwLUAssets/REPORT_-_Global_Generations_3.0/$FILE/report_global_generations_3.0.pdf:
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The factors that influence trust in leaders were:
• Treats people with respect
• Does what they say they will do
• Communicates openly/transparently
• Operates ethically
• Values the points of view of others
Which factors promote trust in leaders?
SOURCE: https://www.ey.com/Publication/vwLUAssets/REPORT_-_Global_Generations_3.0/$FILE/report_global_generations_3.0.pdf:
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Generations and Trust
IMAGE: http://www.canainca.org/rh/index.php/noticias/127-how-to-manage-generational-differences-in-the-workplace
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Consequences to a lack of trust:• Poor organisational culture
• Lower engagement
• Higher turnover
• No discretionary effort
• Less productivity
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Layers of Trust
• Front line
• Management
• Senior/Executive
• Board and Committees
• External stakeholders
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1300 employees
300+ volunteers
65+ sites across the Eastern Seaboard
16 awards/agreements
41,000 clients supported in 2018
110+ programs: NDIS, Older Adult, Community Health Services, Child and Family, Financial Counselling, Youth Services, Mental Health, Aboriginal Health, Alcohol, Drug & Gambling Counselling, Childcare, Early Childhood Intervention, Rehabilitation services, Oral Health and more!
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’s journey
• Disruption to the Community Health sector
• Shift from block funding to individualised
• Need to be more commercially focussed
• Impact on culture
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We listen We care
We engage We deliver
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Common sense
The basic level of practical knowledge and judgment that we all need to help us live in a reasonable and safe way.
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Building Trust
• Quick wins
• Effective change management
• Empowering employees
• Communication
• Authentic leadership
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Building Trust – Quick Wins
• Small changes can make a big difference
• Put some common sense into policies and HR processes
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Building Trust - Effective Change Management
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Building Trust – Effective Change Management
Be visible and present
01
02
03Have ears on the
groundBuild the capability of
Managers to lead change & have clarity of
responsibilities
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Building Trust – Empower Employees
Share information / rationale to decisions
Be transparent and truthful
Give them a voice
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HR
$
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Building Trust – Communicate, Communicate, Communicate
• Work with what you have
• Keep it simple
• Make it stand out
• Don’t use jargon or acronyms
• Use a variety of mediums
• Have a good relationship with your Comms team
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Building Trust – Authentic Leadership
• Be yourself
• Live the values and make sure you work for an organisation whose values are aligned with yours
• Be visible and engage directly with people
• Talk to people
• Do what you say you will do
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Achieving outcomes…or what’s the point?
• Shifting an IR landscape• Collaborative approach• Changing entrenched structures and entitlements• Flexibility to meet operational needs• Reducing labour costs• Flexibility to set salary increases annually• Removing content
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Trust in HR
0
1
2
3
4
5
6
7
8
2 YEARS AGO NOW
Exec/Senior Middle Managers
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Trust in HR
74.00%
26.00%
44.00%
35.00%
43.00%
13.00%
26.00%
35.00%
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•Be visible and lead by example
•Be open and transparent
•Empower others
•Communicate, communicate and then communicate some more
•Don’t underestimate the value of quick wins
•Use common sense and don’t overcomplicate it
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Thankyou