Home' HR Monthly : May 2015 Contents May 2015 HRMonthly 9
One of the world’s pioneers in her discovery of
radioactivity, Marie Curie, proposed that we should be
less curious about people and more curious about ideas.
In similar vein, the much-loved American diplomat and
social advocate, Eleanor Roosevelt, obser ved that “great
minds discuss ideas, average minds discuss events, and
small minds discuss people”.
I mention these two perspectives not so much to
denigrate the very human desire to share reflections
on friends and colleagues, or even the pleasure
we might derive from occasional indulgence in
harmless gossip, but as a reminder of the primacy of
ideas in the purposeful conduct of human affairs.
I am particularly conscious of matters of the mind this
month because in this column I want to discuss the third
pillar in my series on the five strategic AHRI pillars.
Pillar 3 is about how AHRI can better build
capability to advance the professional standing of
HR through robust research, intellectual leadership,
management of knowledge and judicious advocacy.
AHRI takes a collective view of the development of
intellectual capital. Typically, we connect and engage
with leading thinkers from overseas and at home in
settings as dissimilar as mass-audience and capital-
city conferences on the one hand, and intimate,
member-only local network forums on the other.
In addition, we facilitate the interchange
of HR conceptual thinking by making
use of traditional and social media
to circulate ideas, share stories
and challenge assertions via blogs
and LinkedIn discussions. The
establishment of AHRI’s HRM media
online, supplementing our long-
standing magazine HRMonthly, has
generated much greater interactivity
between HR thought leaders, HR
practitioners and general readers.
AHRI’s refereed Asia Pacific
Journal of Human Resources draws
on the academic research of
specialists in HR related fields
of study and it publishes long-
form articles for the use of
members four times a year.
We also continue,
through the generosity
of members who
participate in surveys,
to bring together
perspectives on matters of significance in the worlds
of business, economics, politics and professional HR
practice. The findings that result from those sur veys
culminate in research that informs AHRI white papers
and government submissions, as well as to influential
agencies, such as the Productivity Commission and
the ASX Corporate Governance Council.
A more intimate option available to members
is the AHRI mentor program, through which
individuals grow their personal intellectual capital.
I am pleased to report that the mentor program
gathers pace each year and attracts a growing
number of mentors and mentees who regularly meet
and share their knowledge and experience.
AHRI has also invested on behalf of members in
the building of reusable intellectual capital through
resources such as AHRI:Assist and our education
and training courses. AHRI:Assist is a member-only
por tal established three years ago that includes
templates, fact sheets and FAQs across numerous HR
subject areas. It not only provides advice to the many
members who use it, but also adds continuously to the
body of knowledge available to members in the future.
More recently our investment in the development
of the AHRI Practising Certification program is an
initiative that will underpin our recently announced
formal ‘professional certification’ strategy. The
APC designation for CAHRI members is founded
on the best intellectual capital existing within
the profession, and is an initiative that will
not only benefit participating members but
contribute to the long-term standing of the
profession in the business community.
Pillar 3 acknowledges that intellectual
capital takes many shapes and forms, and
comes from a variety of sources. It also
recognises that before good ideas
can influence the way people
behave and are perceived, they
need to be widely circulated
and skilfully marketed. Pillar 3
reinforces AHRI’s dedication
to advancing the professional
standing of HR.
As always, I look forward
to hearing from you about the
pillars, and will discuss the fourth
pillar, HR Solutions, next month.
Chief executive officer
THE POWER OF IDEAS
HAS A DIRECT
A new recruitment effort
is setting its sights on job
seekers in the indigenous
community who are long-
term unemployed or facing
significant barriers to work.
Compass Group, an
Australian food and support
ser vices company, recently
announced Project 1500,
which seeks to add 1,050
individuals of Aboriginal and
Torres Strait Islander descent
to its workforce in the next
three years. The company
already provides training and
upskilling programs as part of
its long-standing indigenous
Vanessa Davies, Compass
group general manager of
diversity and indigenous
employment, will be
overseeing the program.
“We know from our
extensive experience in this
area that mentoring – both
in the pre-employment and
early employment phases
– has a direct influence on
retention of new Aboriginal
employees,” says Davies.
Compass Group has
the support of the federal
government in the indigenous
employment parity initiative,
designed to encourage the
private sector in employing
21/04/15 3:17 PM
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