Home' HR Monthly : July 2016 Contents July 2016 HRMonthly 47
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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
getAbstract This month’s picks
Two books argue the tactical advantages 0f singling out your best employees for
development. Here are the summaries, available exclusively to members.
RETOOLING HR: USING
PROVEN BUSINESS TOOLS TO
MAKE BETTER DECISIONS ABOUT
BY JOHN W BOUDREAU, HARVARD BUSINESS
REVIEW PRESS, 2010
Professor Boudreau wants you to rethink the
contribution your hu man resources unit makes
to the way your company recruits, develops and
retains crucial talent. Dodging most, but not all, jargon, Boudreau
advocates using metrics to evaluate how talent contributes to your
firm and how you r talent needs will vary under changing business
conditions. He asks you to examine how you will muster enough
people with crucial skills, now and in the future, and suggests
strategically rethinking your workforce and considering how
to develop it as the demand for pivotal skills spikes or shrinks.
Boudreau makes his points with sharp intelligence in this clearly
written, well thought-out book. Although very detailed, it is not a
difficult read, partly due to its lively examples. Boud reau makes a
solid case for the merit of good metrics, but he’s aware that HR is
measuring people, not widgets, so risks and trade-offs abound.
one, you might want to brush up on what she has to say about
business ‘hot spots’ – aka those workplaces that seem to crackle
with energy. As a professor at the London Business School,
Gratton has spent more than 10 years studying how innovation,
excitement and collaboration come together in a business
setting. Through a mix of company case studies, research and
observation, Gratton found that organisations that create an
environment where hot spots emerge and flourish are rewarded
with increased employee engagement and grow th.
HOT SPOTS: WHY SOME
TEAMS, WORKPLACES AND
ORGANISATIONS BUZZ WITH
ENERGY – AND OTHERS DON’T.
BY LYNDA GRATTON, BERRET-KOEHLER, 2007
Lynda Gratton’s latest book, The 100-Year Life
(about the implications of living longer and
inter-generational workplaces), has recently
hit the shelves. However, before you delve too deeply into that
TRANSFORMING TALENT INTO
BY BRIAN E BECKER, MARK A HUSELID
& RICHARD W BEATTY HARVARD
BUSINESS REVIEW PRESS, 2009
Most firms agree that their employees are their most
important asset, but few firms use their people strategically
in today’s “war for talent.” Instead of using across-the-board
spending to educate and develop all workers, you are more
likely to realise your strategic goals if you allocate more
resou rces to develop the people with the highest potential.
Differentiating means identifying the right employees to
“train harder and advance faster”. The authors take a tactical
approach, outlining a step -by-step process for identifying
which employees have strategic talent, and for managing
them to achieve your company’s goals.
16/06/2016 2:33 pm
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