Home' HR Monthly : June 2018 Contents The new onboarding
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Kiayias developed a
plan that mitigated key
risks in the transition
"The project changed
the way the organisation
viewed development --
for the better."
LEARNING AND DEVELOPMENT
JOHANNA NORRIS CPHR
CHANGE AND ESSENTIAL
POWER AND WATER
CERTIFICATION PATH WAY:
Improving Power and Water
Corporation's learning and
Johanna Norris needed to develop a Learning
and Development structure for Power and
Water Corporation which used resources
effectively, without compromising the needs of
individual business units. The corporation has
just over 900 employees. It is diverse, and it
operates several utilities over vast distances.
When the project began in 2013, the lack of
functional alignment across the organisation
had led to ineffective processes and procedures.
Centralising coordination of training
reduced duplication of courses, and allowed
each business area to share resources and costs.
Consolidating processes and improving
data management reduced the cost of course
delivery by $1.3million in the first year. The
project improved staff retention and cut
recruitment costs by $135 million.
"The project fundamentally changed the
way the organisation viewed development -- for
the better," says Norris.
Norris was also able to address aspects of
workforce planning, recruitment, succession
planning and knowledge retention and transfer.
"For me, it has been an excellent
opportunity to hone my project and change
management skills, while using adaptive and
proactive leadership to achieve the desired
outcomes for the organisation."
KATRINA MATTHEWS CPHR
SENIOR HR ADVISOR
Improving new employees'
Data analysis revealed a high risk associated
with poor engagement of new employees at
Nexia Australia's Sydney office. It was costing
the firm approximately $28,500 per departure.
Following research, a project objective was
defined 'to implement an onboarding support
system, and roll out a tailored resource guide
for new employees and their support system on
best practice onboarding'.
The onboarding system was successfully
launched in October 2017. Since
implementation, capability and confidence for
managers to provide an effective onboarding
experience dramatically increased. This was
reflected in data related to employees with
under one-year tenure, including reduced
turnover from 44 per cent to zero and
increased engagement by 31 per cent.
ADAM KIAYIAS CPHR
HR SERVICES MANAGER
Managing 'in scope'
employee relations (ER)
within a centralised HR
shared services model
As one of Australia's largest diversified
property groups, Stockland has about 1500
employees across three core businesses
- Commercial Property, Residential and
Retirement Living. It also has a variety of
industrial instruments (awards/agreements)
To support and realise benefits from a
company-wide operating model review, Kiayias
reviewed the organisation's HR function,
and assessed the viability and benefits of
centralising 'in scope' ER activities into a
HR shared services team. Activities included
performance and grievance management, and
After gaining key stakeholder agreement on
centralising ER into a shared services model
and getting sign off from the sponsor and HR
leadership team, Kiayias developed process
maps to ensure there were clear responsibilities
across the HR team and that adequate
resourcing was structured. He identified risks
and determined key mitigation strategies, then
developed a plan to upskill HR consultants'
capabilities to perform the agreed 'in scope'
activities, with quantitative and qualitative
measures of success. This plan is now approved
HR BUSINESS IMPACT
Three experienced HR professionals reveal how they realigned
HR processes and structures with compelling outcomes.
June 2018 HRM magazine 31
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