Home' HR Monthly : August 2017 Contents IW
’m in my fourteenth year with MYOB. I started as a general
manager in one of our business units and became CEO nine years
very clear vision and that the team understands where we’re going
and how they contribute to that.
Our vision is to help businesses succeed. We’re only going to be
the best at that if we’ve got a highly engaged team.
I met Nicole when she first started and it’s been an absolute
delight to see her grow and succeed. I know in Nicole I’ve got
somebody who takes ownership for achieving the outcomes.
As CEO, these things are important. She doesn’t view HR as
merely a compliance function.
As her initiative, the L earning Lab has become more successful,
we’ve been able to invest more and more. It’s easier to keep
supporting initiatives if you know you’ve got a team of people who
are assessing their impact.
I loved the idea of Life Lab. If we can have people who are more
fulfilled and happier then they are going to be more productive
team members. If they’re struggling with financial pressures
outside of work for example, we can help them improve their
financial planning, then they’ll be more productive as they will be
feeling less stress and strain.
Nicole is very focused on the big picture. She understands where
MYOB is going and how the people function can have a positive
impact on that. Her ability to link her role to the broader strategy
and the fact that she’s results oriented and therefore wants to
measure everything she does – these things really differentiate her
as an HR professional and the mindset she brings to the team. •••
ORGANISATIONAL CAPABILITY MANAGER, MYOB
joined MYOB four years ago and I’ve been the organisational
capability manager for the past couple of years. A big part
of my role is about leading and managing the cultu ral
Tim and I are very much aligned on creating experiences
for the 95 per cent of staff who want to show up to work and
do a good job. It’s up to us to help empower and motivate
them rather than focus on the five per cent, or less, who
don’t want to do a good job.
Tim just gets how important people are to this organisation
and that makes my job easier. About two-and-a-half years ago,
learning and development didn’t score well on ou r employee
engagement survey and we could see an opportunity to
improve. My team created a new learning and development
framework called Learning Lab, which consists of four labs –
Manager, Trade, Leaders and Life lab. Within each of the labs
there are different learning opportunities through face-to-face
workshops, coaching and online resou rces.
We needed to get some money allocated for the program,
so I presented the idea to Tim and our CFO. The CFO wasn’t
too sure about the idea, but Tim loved it. Since launching the
Learning Lab two years ago, we’ve seen a 30 -point increase in
engagement around learning and development.
Tim and I don’t have regular catchups but we meet to discuss
projects and to make sure we’re on the same page. It’s less
about figuring out the detail and more about making sure we’re
aligned on the big picture.
One of the things I admire most about Tim is that he is very
inspirational. A nd his passion and energy rubs off on to others.
We recently held an offsite workshop and while Tim couldn’t
attend on the day, he took the time to create a video to send to
our team members. It was great to have the CEO re-energise
the team and give us permission to think big.
Tim is very authentic and he has great relationships with
people. He’s also an accessible leader. He cares about people
and this shows in his actions – he genuinely cares that people
are as successful as they can be.
ADVANCE YOUR CAREER
Join AHRI’s mentoring program that pairs upcoming HR talent
with experienced HR professionals. Exclusive to AHRI members.
Applications for AHRI’s mentoring program close on 31 August.
Nicole Simona, responsible for HR at MYOB, and CEO Tim Reed, show how
organisations can be re-energised when senior management work together.
BY SUSAN MULDOWNEY
26/7/17 10:58 am
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