For many of us balancing work and family is part of our daily ritual, however as a society we haven’t fully embraced the value that part time work affords us; either as an employer or more widely as a community. Currently 24.8% of working males work part time, whilst 54.3% of working females are working part time (ABS, May 2016).
As a society, part time work is still viewed by many as being predominately for primary carer’s, however research and experience demonstrates that part time employment has a much higher value. As detailed below part time employment can provide;
- Operational flexibility for employers
- Flexibility for the employee to balance financial and personal requirements
- Higher workplace productivity
- The time for enriched life experiences
- Reduced stress levels
- The ability to contribute to community through increased time to volunteer
- The option to care for family members
- The ability for older workers transition to retirement
With a tight labour market, economic pressures and an aging population facing employers, part time work needs to be actively pursued by employers as more and more individuals are seeking the ability to better balance their home / working lives and or transition their working hours.
So how can employers do this?
- Actively promoting the option to work part time regardless of family commitments or gender
- To offer part time employees the same career opportunities and competitive remuneration
- Having senior members of your organisation taking up part time work to drive the culture that part time work is valued
- Sharing the stories of individuals working part time in your organisation and what it means for their personal wellbeing
For further information on embedding part time work within your organisation please contact the team at Nurture HR Consulting www.nurturehrconsulting.com.au
The constant and evolving organisational landscape often sees organisations face a plethora of challenges to keep up, maintain relevance and competitive advantage. With Australia’s population ageing and facing retirement, a number of conflicts present themselves to the workplace including:
- Australian businesses are facing the task of retaining talent, maintaining knowledge, and key skills and subsequently performance and workplace productivity in a tight labour market and
- Age discrimination (unfortunately) is still evident, in particular during recruitment drives, with mature candidates often being overlooked for their younger counterparts.
It is an organisations best interest to ensure its leaders play a key role in retaining knowledge and skills from more mature employees, whilst recognising the benefits of hiring mature employees.
Some initiatives to do this include:
For further information on what your organisation could do to retain mature workers and reduce stereotypes, please contact Eva and her team via Email: firstname.lastname@example.org or Phone: 02 43 125 120.
Why is it that managing performance is so difficult?
For many of us, managing performance (both high and low) is a timely and often emotionally charged activity in our day to day working lives. It is because of this, that it is often placed towards the bottom of our to do list! The result:
• frustration that it remains on our to do list,
• feelings of loss of control of the situation,
• further decline in the performance of poor performers and
• for high performers whom are overlooked, it results in a disconnect from our business which can result in high performers seeking career opportunities elsewhere!
So how can you make it easier?
1. Establish the real issue that is concerning you; for example is it timeliness, the need to improve an individual’s capability across certain tasks or is it taking the time to thank a hard working employee and encourage them to take on more challenging tasks or roles?
2. Prepare for your conversation by briefly making notes on what it is you want to raise and remember stick to the facts. Now add in questions to ask the individual for their response, that way you can understand what is or isn’t driving the behaviour of the individual. Also understand your own emotions, to prevent your emotions from getting the better of you during the performance meeting!
3. Make a time to talk to the individual and stick to it no matter what, nothing sends a signal that the matter isn’t important than a meeting that needs to be rescheduled!
4. Rehearse the conversation and think of any questions or concerns the individual may raise, think about how you would like to tackle these so that you are prepared.
5. Have the conversation and remember to be confident, listen to what the individual has to say and document the key points. Set goals and timeframes for the goals to be achieved.
6.Determine a time to review progress made and to determine next steps.
For further information on managing performance please email email@example.com
What makes an effective appraisal?
Over the years, performance appraisals have moved from a supportive developmental tool to a “tick the box we need to get this done” assessment! So how do we get back to the grassroots of an effective appraisal?
Appraisals may be conducted in many formats, based on my experience and supported by research, it’s usually best to keep it simple! Appraisals provide an opportunity for employers and employees to provide constructuve feedback regarding those areas an employee demonstrates strength in versus those areas where an employee may require further development. The appraisal should provide a positive opportunity to discuss these areas and develop a plan to build on their strengths whilst addressing their developmental areas that have been identified. To do this effectively it may be worth considering:
- explaining what the appraisal is for i.e. it is a development tool
- scheduling a date and time for the appraisal and sticking to this – if your employees development is to be viewed as important you need to make time for them!
- preparing in advance for the appraisal and consider the ups and downs during the appraisal period
- provide an opportunity for the employee to prepare also to obtain the maximum benefit from the time you have together
- be open to feedback
- note and address development areas and take notes
- work together to determine a plan to improve the development areas or gaps
- add realistic timeframes to the development plan and ensure both parties review the plan at the alloted timeframes
- provide a copy of the plan to the emloyee
Remember developmental gaps may be addressed by a variety of means, however the key to unlocking an individuals development is to determine how that individual learns best, this is known as an individual’s learning style. Some of us learn best by observing, others by reading, practising the task, listening to others talk about it or a combination of each of these. Typically, we often expect others to learn the way we do,unfortunately if that doesn’t fit an individual’s learning style they won’t learn and hence that creates a cycle of frustration both for the person trying to learn as it does for the person trying to convey the information. So being in “tune” to individual’s learning style is very important if we are to see an individual develop and address their gaps!
For more information on effective performance appraisals and the associated best practice tools contact firstname.lastname@example.org