Home' HR Monthly : April 2015 Contents Month 2014 HRMonthly 9
ON GIVING AND TAKING
This month I have been thinking about the ideas of
getting and giving, and in doing so was reminded of the
present Pope’s namesake, Francis of Assisi, who joined
the dots between the two ideas very simply when he
said: “In giving we receive”.
I’ve been thinking along these lines because in my
series of columns on AHRI’s five strategic pillars, this
month I want to discuss the second pillar – HR Community.
The essence of HR Community is that it
acknowledges the centrality of give and take that
is at the heart of the volunteer culture – and the
glue that binds people together in professional
associations such as AHRI.
When people join a professional body, they do so for
many reasons. One of those is summarised neatly in
this commonly asked question: “ What’s in it for me?”
That is a ver y legitimate question and my
management team and I spend a good deal of time and
energy trying to provide fitting answers to it.
Access to useful networks is one of those answers.
AHRI’s free member forums around the country
have proven to be a popular response to the demand
for a way to bring together, in face-to-face discussion
groups, professionals who share specialist expertise
and geographic location.
We get positive feedback from those groups, as
we do from the many formal professional
development activities and events held
around the country where members
can join forcces.
Our HR monthly magazine and our
new HRm online media site provide
different types of professional
networking opportunities, as does
the AHRI LinkedIn discussion
group that consists of a great many
members these days, heading for
around 50,000 the last time I looked.
But while LinkedIn ser ves a purpose,
at bottom it’s simply a place to find
people and a place to be found.
One thing we have discovered
in pondering this question
is that on the whole AHRI
members do not simply
operate on the basis of
being in it for what they
Evidence for that is
our highly successful
national mentoring scheme, which continues to provide
accounts of members who tell us they receive by giving.
So much so that we have no trouble running monthly
stories in the magazine in which mentors and mentees
share experiences of what each gets out of the exercise,
as well as what each puts in. The stories reveal that
mentors are often surprised at how much they learn
from the person they are mentoring. The ostensible
giver often happily admits to being a receiver.
Another discovery we have made is that very often
members are looking for opportunities to give, and
they look to us to provide those opportunities. Our
elected state councils are outstanding examples of
members giving to their colleagues through their
formal council roles.
But to be frank, I have to admit we could be
doing more to offer other opportunities to “give”,
and it is through the HR Community pillar that
we are making determined efforts to remedy our
Over the past year or so we have established
volunteer panels in addition to our councils that draw
on the professional expertise of members. Those
panels are making a substantial contribution to the
profession and their HR colleagues. I’m thinking of our
Research Advisory Panel, our Public Sector Reference
Panel and our Inclusion and Diversity Panel. These
emulate in some ways our long-standing National
Accreditation Committee which is a decision-
making body. Our expert panels don’t have
decision-making responsibilities as such, but
provide authoritative advice to AHRI in key
areas of professional activity.
In addition to the AHRI councils and
panels, we are also currently working
on a new initiative designed to create a
culture of informal volunteering
that supports the aspirational
needs of members to give
back to their colleagues and
to the profession. My national
manager of operations, Julia
Whitford, has responsibility
for this initiative which is due
for rollout soon. Julia would be
ver y interested in hearing from
members with ideas.
And so would I.
Chief executive officer
INJURY CLAIMS CUT
RETAILER DAVID JONES
has reduced the number
of injury compensation
claims over the past
five years, with the total
number recorded around
50 per cent lower than for
others in the industry.
The key, according
to workplace safety
newswire OHS Alert, is
establishing an injur y
– with dedicated staff
monitoring injuries and
return to work plans.
specialist at David Jones,
said that the retailer’s
costs have dropped by
50 per cent in NSW and
by 40 per cent nationally.
“Instead of rushing ever y
injured worker of f to the
doctor ... our employees
are offered light duties
in the workplace for a
shor t timeframe while
we monitor them, and if
at any stage they are not
recovering or they have
changed their mind and
want to see a doctor,
we organise a doctor’s
appointment for them.”
The strategy has proven
successful in reducing DJ’s
MTI (medical treatment
BY 50 PER CENT
IN NSW AND BY
40 PER CENT
23/03/15 4:58 PM
Links Archive March 2015 May 2015 Navigation Previous Page Next Page