Home' HR Monthly : December 2015 Contents December/Januar y 2016 HRMonthly 37
to hire a person
Lower staff turnover rate
A person with a vision impairment
is more likely to show loyalty to
an employer, giving you a lower
turnover rate and a lower overall
cost of employment.
Due to the access challenges they
face every day, people with vision
impairment tend to be great
problem-solvers, flexible and
Less workplace incidents
People with a disability are far less
likely to have an accident at work
than their peers.
More days at work
People with a disability have lower
levels of absenteeism and use less
sick leave than their colleagues.
Diversity = good business
A more diverse workforce will
effectiveness. It will lift morale and
enhance productivity. In short,
diversity is good for business.
An untapped workforce
You are looking to recruit a new
employee for your business, but what if an
applicant is blind or vision impaired?
Understandably, you may initially question
how they can possibly do the job that you
advertised for – how would they read emails
or find their way to work?
You may also think, “What about
the extra costs and the changes
that I will have to make to my
To alleviate your concerns,
Guide Dogs NSW/ACT has
developed a handy guide to
highlight the benefits of employing
someone who is blind or vision impaired,
and provide solutions to common concerns.
These job-seekers are loyal, great
problem-solvers and can provide an
inspiration to your workforce.
All they need is an opportunity!
To download our free Employers’ guide for hiring
people who are blind or vision impaired please
MENTOR: TED BRADSHAWFAICD,FAUSIMM,FAIM ,CAHRI
CURRENT JOB TITLE: DIRECTOR AT KIMBERLEY
Q Tell us about your career.
I began as a mining engineer at Mt
Isa before moving into the coal industr y in
the Hunter Valley to work in a broad role
managing HR, OH&S, research and IT. This
was followed by a number of roles leading
HR teams in professional ser vices, insurance,
finance, construction and energy industries.
I learnt a great deal about mergers and
acquisitions, change management and high
Q Why did you want to become a mentor?
I have mentored informally for a long time, but I decided to get
involved formally when some of my team asked me to share my broad
experience across industries and talk about the different roles I have
held. I was also keen to give something back and to see how I could
provide a sounding board for people with less experience. I must have
been doing something right because one of my daughter’s bosses who
I met said to her, “If you ever leave here can you please give me your
father ’s phone number?!”. I am currently mentoring a woman in WA who
runs her own HR business via Skype. My initial reser vations about doing
this have proved unnecessar y; it has worked vey well.
Q What do you think Ryan has learnt?
I hope he valued challenging his goals, projects, career objectives
and considering issues from a different perspective. I also hope he has
developed his confidence to enable him to open up and have challenging,
Q What did you learn from Ryan?
Mentoring helps get me in touch with how 20 -somethings look at
situations with fresh eyes, open minds and a focus on the future.
Q What advice do you have for others?
Be clear on your ex pectations and goals, and be open to feedback.
Listen and challenge, and be willing to share or discuss your successes
and failures. Rappor t is crucial, so make sure you get a good match and
WE TALK TO A PAIR WHO HAVE TAKEN PART IN AHRI’S
MENTORING PROGRAM. HOW DID THEY FIND IT?
“AF TER TALKING WITH TED,
I WOULD COME AWAY WITH A
DIFFERENT PERSPECTIVE AND
MENTEE: RYAN MCCONNON MAHRI
CURRENT JOB TITLE: HR BUSINESS PARTNER
AT CROWE HORWATH
Q What did you get out of the
It was great to draw on Ted’s experience
dealing with similar challenges to those I was
facing in the role I had at the time. A number
of times I would come to the meeting with a
cer tain idea of how I would tackle an issue,
and after talking it through with Ted, I would
come away with a different perspective and
Q What’s the most important lesson you’ve
Not to be afraid of taking on challenges and to actively seek out
oppor tunities for career development. Following on from the mentoring
program, I decided to take on a role which would broaden my HR skill set,
which I previously would not have had the courage to do.
QTell us about your fi r s t session with Ted.
At our first meeting we spoke about the structure of the mentoring
program and how often we would meet. Ted asked me about my role
at the time and what challenges I was experiencing, and told me about
his career journey and the challenges he had ex perienced in his various
roles over the years. We also had a good general chat about our lives
out side of work.
Q How often did you meet?
We met every few weeks in person at a cafe close to where Ted
worked. We also kept in contact via email bet ween meetings.
Q What advice would you give a mentee completing
Come prepared to each meeting with questions, ideas and personal
challenges that you want to talk about with your mentor. Write down
notes bet ween sessions about challenges that you have experienced
or ideas that you have had, and refer back to them in preparation for
the meeting. It shouldn’t be a one-way ‘teaching ’ scenario, where the
mentor is only impar ting knowledge to you. The mentor should also
hopefully learn something new from the ex perience.
“I WAS KEEN TO SEE HOW I COULD
PROVIDE A SOUNDING BOARD FOR
PEOPLE WITH LESS EXPERIENCE.”
18/11/2015 10:53 am
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