As consultants we are often asked to develop change programs and or assist with major change initiatives, however often we see that some organisations aren’t ready for change.
Please refer to the below to determine if your organisation is ready for change:
If your organisation is committed to the above, your organisation is ready for change.
For expertise on managing change effectively please contact one of our team members at Nurture HR Consulting or email email@example.com
Following the 2017 Budget, the announcement of a $100 million fund being pumped into the automotive supply chain business has hit like a thunder bolt.
This funding assistance for the car manufacturing industry will assist manufacturing organisations to increase technology skills across their workforces in preparation for changing careers.
Fostering technology skills can be actioned over the entire employee life-cycle to ensure relevance and success for future growth and sustainability, both for the employee and the organisation.
What are some of the things organisations can do to foster skill increases in technology?
Learning culture – Foster a learning culture where employees understand the need to continually learn to remain abreast of industry and technological advances.
Broader skill range – Create a broader skill and experiences range to ensure employees are able to adapt and embrace changing technology demands as required.
Multiple minds – Encouraging and rewarding a diverse range of mindsets, decision making can assist with generating a greater suite of ideas and suggestions to drive the organisation forward through the embracing of new and improved technologies.
For more information please contact a member of the team at Nurture HR Consulting. www.nurturehrconsuting.com.au
Recent reports and clients have drawn our attention to the haemorrhaging of employees across the Aged Care sector. The sector’s high turnover, depicts one in four personal carers spending less than one year with their current employer. (The Productivity Commission, 2011) as cited by (Aged and Community Services Australia, 2015).
High turnover presents significant disruptions to the quality and continuity of care and is extremely costly to an organisation’s reputation, social capital, organisational knowledge and skill level.
Practice indicates that employees in the Aged Care sector frequently:
- Feel undervalued
- Experience lack of support from managers
- Are exposed to poor working conditions
- Experience misalignment between the espoused versus enacted culture
Research demonstrates that organisations ensuring a supportive and collaborative culture have been linked to higher levels of care, as employees will be more inspired, motivated and equipped to satisfy and appropriately diagnose and treat their clients adhering to best practice and ethical standards (Arasz, 2016).
With healthcare costs rapidly increasing and job burnout at an all-time high, the core culture of an organisation is a key area of concern. Given this, it is recommended that organisations review their organisational culture to address their attraction and retention concerns.
What can organisations do to improve their workplace culture?
- Review their current culture
- Identify their desired culture
- Acknowledge and address gaps between the desired and current culture
- Commit to a new way of working
- Commence the journey on transitioning from the current to the desired culture
- Adhere to the journey and communicate your progress to your workforce
For more information on understanding and building your organisation’s culture please contact a member of the team at Nurture HR Consulting. www.nurturehrconsuting.com.au
Recently I was asked how frequently my consultancy comes across mental health concerns in the workplace, within the same day I also spoke to a client about mental health in the workplace.
This led me to ask the question – are we as HR professionals doing all we can to assist organisations in supporting and addressing mental health in the workplace?
So what can we do to assist workplaces?
- Communicating the relevance and impact of mental health to the workplace
- Providing education to leaders and employees on how to identify and support mental health concerns
- Actively supporting individuals with mental health in returning to the workplace
- Driving a diverse and open culture in the workplace where mental health is openly spoken about
- Minimising stigma and stereotypes about mental health
- Ensuring workloads are manageable
- Designing roles and workplaces to reduce exposure to mental health concerns
- Making resources about mental health available to the workforce
- Building personal resilience within a workforce
- Reviewing and updating policies and procedures
- Proactively maintaining the conversation about mental health and wellness in the workplace
- Promoting early intervention and facilitating this
- Being available and responsive to assist employees and leaders with mental health concerns when they are identified
For more information on how to assist workplaces with mental health wellbeing please contact Eva and her team at firstname.lastname@example.org
With the results of the recent American election, the transition of leadership appears to be on many individual’s minds and with it a bevy of emotions ranging from fear through to hope, internationally.
On another level, many of us throughout our careers have experienced a highly valued leader departing an organisation with mixed thoughts and feelings on what the oncoming leader may bring to our workplace and what this could mean for us as individuals.
Given what we are seeing playing out in international politics and based on previous experiences, what can we as individuals and organisations do, to foster the successful transition of leadership?
Successful transition of leadership appears to be based on:
- Planning the transition
- Positive, concise and continued communication about the transition – communication is vital in explaining the handover of leadership, what this will mean for a business and how its workforce will be supported throughout this change over
- Recognising the work of the previous leader and building on this
- The incoming leader being aware that not everyone is an early adopter of change and identifying those who are early adopters
- The incoming leader recognising the need to work together to mobilise those individuals whom may not be initial supporters by recognising and guiding them through the grief cycle i.e. moving individuals the stages of disbelief to acceptance, hope and commitment
- Celebrating early wins and
- Continuing to communicate across all levels of the workforce
For further information on transitioning leadership, please contact Eva & her team at Nurture HR Consulting.
What is outplacement and career transition?
Outplacement is the provision of support for employees whose roles have been declared redundant to assist them in transitioning to a new career or new role.
Support occurs through:
- Assisting an individual in better understanding what motivates or drives them and what career / role they may be better suited to or have a preference
- Understanding networking; including how to network using traditional techniques and digital mediums
- Assistance with developing and or updating resumes and application letters
- Interview techniques and
- Emotional support
Outplacement benefits both the transitioning employee and the organisation they are leaving. This is achieved via an employee receiving the practical and emotional support they require, plus the organisation being sure they have provided all that was within their realm to assist the transitioning employee in securing future work and or meeting their career aspirations.
For further information on outplacement please contact Eva and her team via
email email@example.com or phone on 43 125 120.