seminar are we there yet

1. Taking HR to the C-SuiteAre we there yet?

2. Connect.Inspire.Thrive.
3. ARE WE THERE YET??
Measuring achievement
Understanding what lies ahead
Recognising and Managing Some Classic Roadblocks
Connect.Inspire.Thrive.
4. Measuring Achievement
5. Measuring Achievement
Beware the Fog of War
Moving forward looking back
Reassess drivers and vision
Projects are not an end
6. Measuring Success
Change has objective and
subjective drivers
Both can be measured
Both can be charted
7. Example
Problem Good people are leaving us
Why?
Test
Employee climate survey, exit interviews, delayed exit interviews
Industry standards, salary reviews
Reassess team structure
Define the problem clearly at the outset
Solution
Vision which addresses this outcome
Define your vision, define your behaviours, design your projects
8. Example
Have you won?
Must measure the projects
Must establish little victories
Must keep the momentum going
BUT theres no place like home!
Dont forget where you came from
Dont confuse little victories with
the big picture!
9. Measuring Success
Constantly refer back to original problem to see how you are tracking
Dont confuse little victories with big issues
Identify your True North
10. Roadblocks!
11. Roadblocks
Name:The Yairbutt Tribe
Characteristics: Undermine every suggestion with a negative response
Examples: Yairbutt that wont work
Yairbutt we tried that already
Yairbutt they wont like that
12. Cure:Question Back!
Why not? define their concerns (often they will have no substance)
Co-own if you identify a problem, you own it with me and together we must come up with a solution
Communicate the successes keep the message up re the little victories
Yairbutts are scared of change so they look for easy reasons why it should be avoided they need to have their nerves calmed.
13. Roadblocks
Name:The Smirkin Gherkins
Characteristics: They know better!
Examples:Respond to a new suggestion or plan with what they regard to be a knowing smile, effectively a pat on the head
Also known to give sideways glance to fellow tribesman (with or without eyebrows raised) and share smirks
14. The Cure: Avoid their game!
This is about power if you crack they have won
It is about letting you know they know better and allowing you to speak is a favour to you
Cure is to reinforce your power position by ensuring you have rock solid top cover enhance your power position to change culture.Small victories will help.
If necessary, divert their influence over key outcomes by involving others in initiatives, even others from their team
15. Roadblocks
Name:The Weyoostah Tribe
Characteristics: Avoid change by nostalgically recollecting previous work practices.
Examples: Weyoostah do this much better
Weyoostah work like a family
Weyoostah deal with this like....
16. Cure: Hand Patting
The Weyoostahs response to change is again based in fear of change.
-reassurance the why
-reassurance the how
-reassurance the when
Keep communicating constant reinforcement of the safety of progress is required
17. Roadblocks
Name:The Mushrooms
Characteristics: Claims not to know anything, lives in a silo
Examples: I just want to get on with my work
Im too busy to get involved with that
Thats irrelevant to our operations
18. Cure: Sunshine
Change champions are well connected
Involve team members in new initiatives
Ensure Managers are walking the talk
Inter-Unit project teams
Employee exchange programs
It is about giving the mushroom light by way of information and forcing new thoughts, ideas, initiatives and projects into their silo
19. Roadblocks
Name:The Cork Poppers
Characteristics: Premature Celebrators
Examples: Hand out awards for turning up to work
Starts talking about the next major project
Gets impatient when you talk about work left to do
20. Cure: Perspective Punch

Where we were vs Where we are chart

21. Solid measurable outcomes 22. Reinforcement of underpinning reasons for change 23. DataConnect.Inspire.Thrive.
24. Roadblocks
Name:The Bunnys
Characteristics: React to announcement of change as though it was a complex algebraic equation
Examples:
25. Cure: Little words

Get to the bottom of the Bunny concerns

26. Make sure the change is easily accessible 27. Ensure your change champions are getting a consistent, simply yet positive and strong message out there 28. Revisit with evidence (when it becomes available)Connect.Inspire.Thrive.
29. Roadblocks
Name:The Grassy Knolls
Characteristics: Constantly looking for inconsistencies, mistakes or slips ups to reinforce their suspicion that there is a huge conspiracy behind this
Examples: This is all about redundancies isnt it
You said that it would be done by now
One rule for them, one rule for others
30. Cure: Fall on the sword

Be consistent in your messages

31. Admit to mistakes and fix them ask for their help 32. Do not ever dodge or avoid 33. Revisit with evidence (when it becomes available)Connect.Inspire.Thrive.
34. Roadblocks
Name:The Teflon Dons
Characteristics: Person of higher status in organisation that refuses to buy in
Examples: Its important to the punters obviously, but Im not able to...
Yeah well you try running a business with all this going on
Im really too busy for this
35. Cure: Take a deep breath

Ensure your case for change has a solid business footing

36. Explain the impact that this is/can/will have on the initiative and why 37. Focus your team on the circle of focus get the best result you can get 38. Is this a deal breaker for you? Talk to a mentor/coach/friend/catConnect.Inspire.Thrive.
39. Roadblocks
40. Legal Issues: Overview
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Communication is Key
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
Personal responsibility
Contracts & Commitments
How can they
be managed?
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
How can they
be managed?
42. Communication is Key
Webster v Mercury Colleges Pty Ltd [2011]
?
Employee taught English as a Second Language to adult students
Classes included instruction on use of the F-word
Employee was summarily dismissed for serious misconduct
Employee had to leave Australia
43. Communication is Key
Webster v Mercury Colleges Pty Ltd [2011]

Employer did not have a clear policy

44. No opportunity was given for the employee to adjust the teaching programmeto address concerns 45. Dismissal was harsh, unjust and unreasonable 46. Compensation was awardedEmployee taught English as a Second Language to adult students
Classes included instruction on use of the F-word
Employee was summarily dismissed for serious misconduct
Employee had to leave Australia
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
How can they
be managed?
48. Training & Tantrums
McKellar v Jetstar Airways Pty Ltd (No 2) [2010]
?
Employee was required to undergo training as a condition of employment
Employee repeatedly failed to pass
Argued training was poor and failure was employers fault
Employee was dismissed and made unfair dismissal claim
49. Training & Tantrums
McKellar v Jetstar Airways Pty Ltd (No 2) [2010]

Employer was entitled to insist on satisfactory attendance & completion of training as a condition of ongoing employment

50. No deficiencies in training programme 51. Failure was due to employees own lack of ability 52. Unfair dismissal claim dismissedEmployee was required to undergo training as a condition of employment
Employee repeatedly failed to pass
Argued training was poor and failure was employers fault
Employee was dismissed and made unfair dismissal claim
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
How can they
be managed?
54. Walk the Talk
Candido v Hi Fi Supermarkets Pty Ltd [2003]
?
3 employees were caught smoking marijuana
The incident occurred outside of work hours
The dismissed employee had one prior warning
The employees manager had taken a puff too
55. Walk the Talk
Candido v Hi Fi Supermarkets Pty Ltd [2003]

There was a valid reason for termination

The differential treatment of employees was unfair

56. Unfair dismissal claim succeeded and compensation was awarded3 employees were caught smoking marijuana
The incident occurred outside of work hours
The dismissed employee had one prior warning
The employees manager had taken a puff too
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
How can they
be managed?
58. Contracts & Commitments
Fair Work Ombudsman v Centennial Financial Services [2011]
?
Employees were engaged under award terms
Business owner directed HR Manager to change them to contractors
Salaries were substituted with commission only payments
No change to duties or responsibilities
59. Contracts & Commitments

Employees were sham contractors

60. Underpayments for training time, wages & annual leave occurred 61. Superannuation was not paid 62. Backpayments of $13,400 were ordered 63. Fines of $7,700 were also imposed 64. Additional backpayments for superannuation, penalties & interest are possibleEmployees were engaged under award terms
No change to duties or responsibilities
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
How can they
be managed?
66. Tariffs & Slush Funds
Determine existing entitlements
Assess the going rates
Are there any legal barriers?
Consider a release / confidentiality at a minimum
Professional advice is a good investment
Training & Tantrums
Making
them learn
Walk the Talk
Consistency
is important
Make your
expectations clear
Tariffs &
Slush Funds
Whats the
going rate?
Why Does it Matter?
How can they
be managed?
68. Why Does It Matter?
?
Employees were engaged under award terms
HR Manager prosecuted for involvement in contravention
69. Why Does it Matter?

HR Manager knew there was no real change to employees roles

70. HR Manager actively participated in getting employees to sign up 71. HR Manager found liable as an accessory 72. Fines totalling $3,750 were imposed 73. HR Manager ordered to pay in personal capacity 74. HR Managers career ruinedEmployees were engaged under award terms
HR Manager prosecuted for involvement in contravention
75. At the end of the day
76. QUESTIONS
77. Connect.Inspire.Thrive.

seminar are we there yet

Business

fear of change

announcement of change

little victoriesmust

little victoriesyairbutts

little words

new suggestion

power position

new thoughts