Home' HR Monthly : July 2016 Contents 10
• BI WORLDWIDE
• CATHOLIC SCHOOLS OFFICE
DIOCESE OF BROKEN BAY
• CORPSTRAT CONSULTING
• DB RESULTS PTY LTD
• DEPARTMENT OF FINANCE
• DEPARTMENT OF FIRE &
EMERGENCY SERVICES WA
• DEPARTMENT OF FOREIGN
AFFAIRS AND TRADE
• EDITH COWAN UNIVERSITY
• EMBERIN PTY LTD
• EMPLOYEE CONNECT
• EMPLOYERS MUTUAL
• ESSENTIAL SERVICES
COMMISSION OF SA
• GLOBAL INFRASTRUCTURE
• IRECRUIT AUSTRALIA
• MEDECINS SANS
• PE AK GOLD MINES
• PUBLIC SAFETY BUSINESS
• S P JAIN SCHOOL OF GLOBAL
MANAGEMENT PTY LTD
• SKILLSOFT ASIA PACIFIC
• TATA CONSULTANCY
• TINTERN GRAMMAR
TOP 5 MOST VISITED
Available exclusively to AHRI
members, AHRI: ASSIST is
an online resource centre for
information sheets, checklists,
guidelines, templates and more.
Last month AHRI: ASSIST
received 33,053 unique visits.
Every year AHRI’s mentoring program matches
about 700 seasoned HR practitioners with
upcoming HR practitioners, HR students and
those seeking to move into a HR role.
Join our growing cohort of experienced
AHRI members who volunteer their time to
help others car ve out their career pathways.
Becoming a mentor not only helps you to
hone your coaching skills, you gain valuable
HOST A FLEDGLING
AHRI organisation members are invited
to host a fledgling HR employee as part
of AHRI’s Work Experience Placement
Program (WEPP), this year. WEPP aims to
give students insight into the working life
of a HR practitioner. As Brandon Allmark
discovered after one week at Jason Windows,
“HR is more than just interviews; it is about
engaging executives and getting everyone
involved with the programs.”
AHRI’s inaugural program in 2015
generated huge interest from HR students
and recent graduates, leading to 24 student
work placements with organisations
including Airservices Australia, CSIRO, Credit
Union Australia, Queensland Country Credit
Union, QANTAS, Santos, Hydro Tasmania,
Australian Red Cross and iiNet.
Besides having the opportunity to give
back to the HR profession, your organisation
will be connected to a pool of potential HR
talent with new ideas.
Pia Robinson from iiNet said of work
placement Hannah Criddle, “It was
interesting to see the research approach that
Hannah was taking to anything that we asked
her to do... and applying a lot of the things
that she learnt at university.”
Interested in hosting work placements
in your organisation? Visit:
How can employers create a compelling
brand that inspires trust and reduces risk?
Wayne Cascio FAHRILife and Professor
at the University of Colorado, Denver
will explore what it takes to become the
employer of choice at AHRI’s National
Convention this August.
Cascio will also run a workshop on ‘HR strategy: optimising risks’.
Cascio is a member of the AHRI National Cer tification Council and is
patron of the AHRI award for Organisational Change and Development.
Register to hear from Wayne Cascio and other thought leaders
including David Rock, Lynda Gratton, Tomas Chamorro-Premuzic, Peter
Greste and Nora Scheinkestel at this year’s National Convention from 3
to 5 August in Brisbane. Registrations close 22 July 2016.
WAYNE CASCIO ON HOW TO BECOME
THE EMPLOYER OF POPULAR CHOICE
GET ON BOARD WITH YOUR
FREE GETABSTRACT ACCOUNT
The world’s largest
resource of business
book summaries is at
getAbstract is a fast
way to expand your
and get inspired. The
online librar y consists of thousands
of summaries of the latest, most read
and most relevant business books,
compressed in under five pages each.
Take a minute to set up your account
using your AHRI membership ID.
insights from sharing advice, knowledge and
experiences. Plus the mentoring time you accrue
qualifies as part of your Continuous Professional
Development (CPD) hours. Applications for the
October mentoring program are now open until
the end of August. Find out more, visit or email
WANT TO GIVE BACK TO THE HR PROFESSION? BE A MENTOR!
THESE BOOKS ALSO ADD FURTHER
material to the growing international evidence that
gender equity contributes significant business value,
and can also help modify and improve business
results when the presiding general-in-command (or
‘CEO’) is mad.
Stalingrad was one of the toughest battlegrounds
imaginable. Like most workplaces, differences in
each opponent’s leadership, teamwork and gender
equity attitudes determined the final result.
At the head of each army you had CEOs Adolf
Hitler and Josef Stalin – two men now universally
recognised for their brutal insanity.
However, one in five working-age adults suffer
a mental health illness each year, and one in two
adults experience this during a working lifetime,
with anxiety and depression most common. Many
workers – especially highly pressured CEOs –
continue their daily jobs under these afflictions
and often with significant negative impacts on
themselves and others.
2013 AHRI National Convention keynote
speaker and neuroleadership researcher Ruby
Wax estimates 25 per cent of top global CEOs
suffer some form of mental illness. At this job
level, work pressures exacerbate risks of mental
stress and illness.
That was certainly the case with Hitler and
Stalin. As well as both men suffering from anxiety,
depression and regular psychotic outbursts, Hitler
was quite delusional, and Stalin was paranoid.
Ultimately, Hitler’s delusion and misogyny was
costly to his Stalingrad campaign. He believed all
his military initiatives would emulate the successful
invasions of Poland, Czechoslovakia and France.
When reports came to Hitler about lack of
success, he shut that advice out and lived in a kind
of fantasy world.
CEO Stalin, on the other hand, was a psychotic
micro-manager and always knew his army’s
strengths, positions and weaknesses. He always
knew what was going on, even when his top
brass was too scared to tell him for fear of losing
position or life itself, because Stalin would simply
ring up commanders on the frontline.
But Stalin was also enlightened on the value of
actively utilising women in the campaign, whereas
Hitler was not. Russian women dominated
personnel ranks at its war craft factories. Hitler,
who was very upset as to why productivity in his
own tank factories was only about two-thirds
of his Russian counterparts, ultimately failed to
appreciate Russia’s female munitions workers who
achieved superior process and output efficiency, as
well as quality control.
Stalin also employed women for key frontline
roles. Amongst other tasks, diminutive, but
extremely athletic, female medical orderlies
would go out to the battlefront each day and
drag back 20–30 wounded soldiers for
It must have been horrible to
serve in wartime armies headed
by two heinous mad men.
However, Stalin had more realistic
relationships with his frontline
commanders, and also saw both
men and women playing an
active role in the war.
I hope our civilisation never
goes through a situation like
that again. Dealing with
a psychotic leader is one of
the worst HR challenges.
A knowledge of history and
psychology can sometimes
help with that inevitability in
your career, as can engaging
more women in the workplace
to help with the job, and also
with managing the occasional madman
After reading best sellers Stalingrad and The Second World War,
I realised that war is a competitive workplace.
BY PETER WILSON AM, AHRI CHAIRMAN
correlation between the quality of leadership, workplace
culture and the results an organisation will achieve. In
many cases however the leadership training provided to build
capability and achieve new behavioural standards does not
achieve the desired outcomes. Participants have every intention
of applying their learning; however once they return to their busy
roles they, more often than not, slip back to their old habits.
Sandra Wood is a leadership consultant who was frustrated
by this low ROI and started looking for an alternative, innovative
way to deliver leadership training and make the learning stick.
Sandra has been running her own leadership consultancy
since 2001 and has trained over 1000 leaders in all types
of organisations and industry sectors. She has had the
opportunity to observe and test what works and what doesn’t
with leadership training.
Sandra found that when leadership training was “chunked
down” participants were more likely to remember it and
apply it. This observation inspired her to design and develop
the Great Managers® Program and, over the last 12 months,
Sandra has seen more retention and application of learning
from this approach than she has ever seen in traditional
face-to-face learning. Participants are reporting
feeling much more competent and confident, which is a good
indicator of skill development.
The Great Managers® Academy is an online learning platform
for leadership and people management skill development,
containing 26 short, weekly, interactive video lessons that
encourage the learning of one leadership skill at a time and
provides an opportunity to practice and apply the skills on the job.
There are monthly MasterClass Mentoring webinars and 7
short face-to-face leadership forums over the duration of the
program. This blended learning approach is leading to greater
skill development, new habits and positive behavioural change.
The training can be accessed anywhere, anytime, allowing
managers to complete the lessons in a way that fits with their
busy schedules. It also means that managers are no longer away
from their roles at training for days at a time.
Sandra is passionate about helping organisations
and people achieve their potential to reach
higher levels of performance and satisfaction
in their roles. She is on a mission to increase
the skills of as many managers as possible and
believes that the more GREAT managers there
are in the world the better our organisations
and economies will perform.
There are many benefits of leadership training, however the effectiveness of one-off training
sessions has long been questioned. A new online training program that consists of ‘chunked
down’ modules, however, could change the face of leadership training as we know it.
16/06/2016 12:40 pm
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