Home' HR Monthly : February 2019 Contents 4
The commentary on our HRM online articles continues to be lively. Here are some recent
highlights. Keep it coming.
TASMAN MCMANIS, OWNER, REWARD AND RECOGNITION
Isaac, I absolutely agree. Encouraging dissent – creating an
environment where employees feel comfortable speaking up
and challenging – is vital. This can be embedded and reinforced
far more broadly than just through the appraisal system.
Organisations can recruit for this quality; leadership development can
focus on creating a culture of psychological safety; and engagement
su rveys can measure employee attitudes. Focusing on the end-to -end
employee lifecycle and ensuring all activity is aligned is key.
Encourage dissent. That’s the best way to encourage employees to
take risks and challenge the existing system. This should be a part
of the appraisal system, but upper management may resent that.
And HR always listens to upper management. Then risk-taking is taken
down the cul-de-sac and gently choked to death.
TAKE A RISK
While it’s the role of the legal department to safely lead a company
through hot water, HR should also play a guiding role. One commenter
says we should take more risks, and the author of the article jumped in
WHAT’S IN A REDUNDANCY?
In the online version of HRM’s October magazine feature on good,
bad and ugly ways to handle a redundancy, readers shared their own
experiences of dealing with redundancy and offered advice to others.
Major redundancies are nothing new. H R should ensure managers
are prepared for the discussion with the employee and the person is
treated with dignity. More money certainly takes away some of the
pain. Some form of outplacement support and advice is useful, as it helps
the former employee to focus on obtaining a new role. It’s also important
to advise those still employed in the business about the terminations as
soon as possible after the redundant staff have been advised of their job
loss. This is especially the case now, with the impact of social media.
MURRAY PRIESTMAN, FOUNDER AND PRINCIPAL, PRIESTMAN
369a Darling Street,
Balmain NSW 2041
PHONE (02) 9556 9100
You, the reader
EDITOR Girard Dorney
Kate Neilson and Chloe Hava
ART DIRECTOR Gareth Allsop
DESIGNER Lauren Donovan
SALES DIRECTOR Stuart Neish
ADVERTISING SALES MANAGER
PHONE (02) 9556 9145
Level 4, 575 Bourke Street,
Melbourne VIC 3000
PHONE (03) 9918 9230
CHIEF EXECUTIVE OFFICER Lyn Goodear
CHIEF FINANCIAL OFFICER AND
COMPANY SECRETARY Michael Iudica FCPA
GENERAL MANAGER, STRATEGY AND
OPERATIONS Julia Whitford
GENERAL MANAGER, COMMERCIAL, MEMBER
SERVICES AND MARKETING Dean Hegar ty
GENERAL MANAGER, GOVERNMENT
AND MEDIA RELATIONS Paul Begley
GENERAL MANAGER, HR STANDARDS
AND PRACTICE Dr Kim Schofield FCPHR
GENERAL MANAGER, PEOPLE AND
CULTURE Rosemary Guyatt FCPHR
is published monthly by Mahlab
on behalf of the Australian HR
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Photography: Studio Commercial
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I was made redundant from my first two HR positions within
about 9 months of each other. The first one was ‘as expected’,
but for the second one, I was notified by a letter in the mail the
day after I arrived home from an overseas holiday. My manager
refused to answer my phone calls or ring me back to explain. On the bright
side, as the years have gone on, it’s provided me with greater empathy for
staff going through restructures and redundancy processes. K nowing what
I know now, I wouldn’t change a thing about the journey. Going through
this stuff ourselves makes us better H R professionals.
ISAAC VERGHESE, REGIONAL TRAINER,
SARINA RUSSO PTY LTD
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
24/1/19 3:19 pm
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