Home' HR Monthly : December 2018 Contents December/January 2019 HRM magazine 25
FIND YOUR HR
Use AHRI’s online HR Certification Pathfinder to
find the pathway that best suits your skill level
and HR experience.
f you don’t have a plan, it’s easy to get lost.
This is as true of work as it is of anything else.
Organisations veer off-course chasing grow th,
revenue and prestige, which is why you need a
mission statement. Individual employees get lost
chasing security, praise and KPIs – and it’s one
reason why HR needs to have a people strategy.
At Deloitte Australia, one of the HR team’s
strategic pillars is to enable the company’s
culture of purpose-led work. They want each
employee to find their work meaningful, and
part of that entails not dictating what that
meaning should be. This approach has
proven to be successful for the professional
services firm; in an engagement survey 83 per
cent of staff said they felt a sense of purpose
and meaning at Deloitte.
The senior HR members must be in that
majority, because when asked about their
individual philosophies, they don’t miss a beat.
“My philosophy from an H R perspective is
that we can’t always control what happens, or
what decisions are made, but we can certainly
control the ‘how’,” says Sam Sheppard, CHRO
and national partner. “So my purpose as an
HR leader is to ensure that we support the
commercial growth and success of the firm, but
we do so by managing our people with dignity
Connie Hansen FCPHR, partner, people and
performance, has a pragmatic streak to her H R
approach. “My philosophy revolves around the
business. Really understanding and making sure
that the people strategy aligns very closely with
where the business is headed.”
For Tina McCreery, partner, people and
performance business units, it’s helpful to think
about Deloitte’s people as consumers. “Like
you would if you were a product manufacturer.
So asking, ‘How do we ensure our culture,
products and services attract and retain them?’”
These personal philosophies have influenced
the business. Dignity and respect are present
in their AHRI Award-winning inclusion 50
LGBTI Leaders Initiative, which highlighted
LGBTI role models within and outside the firm,
and reached millions of readers through the
Australian Financial Review’s BOSS Magazine
and social media.
They’re also there in the firm’s parental
leave – which is inclusive of same sex, foster,
surrogacy and adoptive families – and its return-
to-work training program for people who have
had significant career breaks. Of particular note
is the recruitment of a mother who spent nine
years out of the workforce.
All of this aligns with Hansen’s thoughts
around keeping the people strategy moving
alongside Deloitte’s direc tion. The firm’s
employer brand has been helped immensely by
the positive press around its inclusion efforts – it
has moved up seven spots to third on LinkedIn’s
‘top companies to work for’ list.
Beyond the superficial
All of Deloitte’s programs look and sound nice,
but they are more than just ornamental, as they
can be in many organisations.
Parental leave, for example, is frequently
offered but men in particular assume they’ll
harm their reputation by actually taking it.
That’s why the firm actively encourages men to
take time off by having senior partners speak
openly about the positive impact parental leave
has had on their own lives, and by creating a
support group. The team can see it’s working.
Forty-two per cent more men accessed parental
leave this year compared to last year.
The whole team’s approach to programs
ref lects a sophisticated view of HR. A process
of feedback is applied to everything from
recognition schemes to wellbeing initiatives.
Appropriately it’s McCreery, who tries to think
of employees as consumers, who explains this.
“ We have design and ideation sessions with
our employees; we get them to help us craft
the experience. That’s the thing with working
in professional services. Our people go out
and consult with clients, and so they have an
absolute expectation we’ll consult with them.”
But simply offering benefits is like ticking a
box. To be truly strategic, it needs to feed into
your wider goals. “Programs are just actions
that bring your strategy to life,” says Sheppard.
“A program wouldn’t keep me at Deloitte,”
says Hansen. “Every organisation has
programs, but the essence of why I come to
work every day is a sense of purpose.”
A broader legacy
Perhaps the strongest evidence for the team’s
belief that work should be meaningful is its
desire to not limit that meaning to Deloitte.
The firm is one of the first Australian
companies to identify AHRI’s H R certification
as an internal standard. It aims to have all senior
HR leaders certified by the end of this financial
year and the plan is that any new hire above the
senior manager level will get certified. It’s also
trialling a more top to bottom approach, by
supporting several mid-level managers through
the AHRI Practising Certification Program.
“For us it’s about getting consistency and
raising the bar, both internally and also
contributing to the profession more broadly,”
says Hansen, who is already certified.
Sheppard says Deloitte’s development goals
could be achieved internally, but for her, team
certification is about something more profound.
It’s part of their plan to make work meaningful.
“ We talked about it together. If certification
is a legacy we can leave for the HR profession in
Australia – not just HR at Deloitte – then that’s
something we would be very proud of.” •••
that bring your
strategy to life.”
SAM SHEPPARD, CHRO AND NATIONAL
PARTNER, DELOITTE AUSTRALIA
22/11/18 1:23 pm
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