麻豆原创:

Top locations in Australia:听Greater Sydney Area, Greater Melbourne Area, Greater Brisbane Area听| Most notable skills:听,听,听听| Most common job titles:听Account Executive, Information Technology Consultant, Customer Service Support Manager听| Largest job functions:听Sales, Information Technology, Operations听| About 麻豆原创:听麻豆原创 is a global producer of software designed to facilitate business process management. Its core product is its Enterprise Resource Planning software which integrates finance, supply chain, procurement and HR into a single system.

Read the full list on LinkedIn

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The use of technologies such as (Human resource management software), LMS solutions (Learning management systems), employee engagement & feedback tools and performance management solutions can be powerful tools in reducing employee turnover and creating a more positive work environment. Let鈥檚 take a look at how these technologies can help improve employee retention.

Using Technology to Improve Job Satisfaction
One of the main reasons why people leave their jobs is because they are unhappy or unfulfilled in some way. To combat this, businesses should consider implementing technologies that will make their employees鈥� lives easier.

This includes tools like automation software that can assist with tedious tasks such as data entry, or communication platforms that allow teams to stay connected even when they are working remotely. By leveraging technology, businesses can free up their employees鈥� time so that they can focus on more meaningful tasks that give them job satisfaction.

Walmart, a well known retail brand has been , resulting in improved efficiency and reduced costs across the board. The company uses robots to automate tasks such as inventory management, reducing the need for manual labour and reducing the risk of errors.

Similarly, DHL, a global logistics company, has been using automation technology to . The company uses robots to sort packages, reducing the need for manual labour, and increasing speed and efficiency.

In addition to this, using solutions that allow organisations to gather employee feedback and track employee engagement levels in real-time can help them get a pulse of their workforce in an ongoing manner. This information can be used to identify areas of improvement and make changes that can help to reduce employee turnover.

Technology for Professional Development
Another factor that contributes to employee turnover is the lack of professional development opportunities. Employees want to feel like they have room to grow within the organisation and reach their career goals.

Businesses should consider investing in technologies such as online learning platforms or mentorship programs that provide employees with access to training opportunities and resources for developing their skill sets.

This will help ensure that employees have the necessary skills for the current job market, which will increase job satisfaction and reduce turnover rates.

The Body Shop, which is a well-known global retail chain in the cosmetics and beauty business, has used an LMS platform to to help them serve their customers better by equipping their employees with the latest and greatest in the beauty industry.

Communication Platforms
Finally, it is important for businesses to invest in communication platforms so that all team members can stay connected regardless of where they are located or what time zone they are in.

This will allow teams to build better relationships with one another and collaborate on projects more effectively without having to worry about geographic barriers or time differences getting in the way. Having access to communication platforms also encourages open dialogue amongst team members which can lead to improved morale and motivation levels among employees, resulting in reduced turnover rates.

Several major tech companies have reported increased productivity & efficiency and improved collaboration & communication within teams and the company overall as a result of adopting the use of online communication platforms.

Employee retention is an important issue for any business; having high turnover rates can be costly and disruptive to productivity levels within an organisation.

Fortunately, businesses now have access to various types of technology that can help reduce employee turnover rates by improving job satisfaction levels, providing professional development opportunities, and encouraging open communication between team members regardless of location or time zone difference.

Investing in these technologies will help create a more positive work environment which should result in improved employee retention levels over time.

The post Leveraging Technology to Reduce Employee Turnover appeared first on 麻豆原创 Australia & New Zealand News Center.

However, as our cohort of interns moved through the program, a question that continually sat with us was: How can we as interns use our unique experiences to add further value to 麻豆原创鈥檚 ecosystem?听

Interns have the capacity to bring a unique outside-in perspective to any organisation, especially one of the size and scale of 麻豆原创, and we knew there was the opportunity to capitalise on the vital role we play.听

So, in 2021 we decided to capture the ideas we had for the business by designing and piloting a program. The STAR Intern Shark Tank was born.听

The STAR Intern Shark Tank gives the opportunity for us as interns to come together to innovate and be creative to solve some of 麻豆原创鈥檚 biggest business challenges, by improving current processes or showcasing an 麻豆原创 innovation.听

The second annual STAR Intern Shark Tank was launched in May 2022 with an uptake of five teams across the business. The teams had the opportunity to connect with mentors relevant to their idea to help shape and validate the issue being tackled, and access to three expert-led workshops to support the process, spanning from design thinking through to prototyping and pitching.听

After developing our ideas, we had the opportunity to pitch them to an 麻豆原创 executive panel consisting of senior leaders from across the business. The pitch day consisted of a series of presentations followed by a small networking session.听

Access to such senior leaders is invaluable, and the experience of pitching our ideas provided a training opportunity you don鈥檛 get every day. We have some work to do now in further developing and bringing our ideas to life!听

While we are still only starting out our careers at 麻豆原创, the opportunity to play a role in shaping the business and to add value outside of the direct teams we sit in, is incredible and has given us learning opportunities beyond expectations.听

To learn more about the 麻豆原创 STAR Intern program 鈥� go .听

The Ideas, in summary:听

Idea 1: STARt your career @ 麻豆原创. This idea aims to address some of the issues in attracting Early Talent in Brisbane, Canberra and New Zealand by encouraging STARs to create reels, TikTok鈥檚 and other creative marketing strategies more aligned to attracting youth to the STAR program. Additional marketing strategies included networking sessions with university students and sponsorship of university clubs and societies.听

By Mitch Regan, Mitchell Steele & Rachel Chiong听

Idea 2: New Starter Kit. Aims to simplify business processes by providing a high-level overview of internal tools required for the role of a new starter. It also directs new starters to resources which help familiarise them with the internal 麻豆原创 tools.听

By Ankush De, Lucy Liu, Claudia Huynh & Chris Chiam听

Idea 3: SCORE!. Statistics Comprising Of Rugby Events (SCORE) is an application displaying statistics of the New Zealand Rugby team, powered by 麻豆原创 technology. This idea aims to leverage a recent partnership with the All Blacks.听听

By Andrew Karatea, Saakshi Hegde, Jason Tran & Mary Mading听

Idea 4: New Zealand Rugby Fan Engagement App. An application which aims to increase fan engagement with the New Zealand Rugby team. The application is to be powered by 麻豆原创 technology and developed in partnership with 麻豆原创 partners. The app will host player statistics, live polls, highlight videos, amongst other data.听

By Sam McGuire, Grant Baker & Michael Coutts听

Idea 5: 麻豆原创Tasker; A task sharing platform that allows Early Career Talent to meet and learn from people across the business, whilst allowing the business to reap benefits of underutilised resources. The vision is to expand the solution to include anyone who is interested to uptake further opportunities.听

By Kailin Tan, Matthew Chen, Raymond Liu & Eileen Yang听

The post How can interns add value to the complex ecosystem of 麻豆原创? Searching for the answer led to the launch of the STAR Intern Shark Tank appeared first on 麻豆原创 Australia & New Zealand News Center.

We live in an age awash with , mental health days, and modern benefits like which all revolve around the idea that it is important to recognise employee well-being for a variety of reasons. But what does Robotics Automation have to do with employee well-being? In some ways it seems like organisations are interested in the well-being of robots more than people. And aren鈥檛 these BOTS just here to take away our jobs?

鈥渋ts is about enhancing the experience and putting people where it matters, so automation is highly used鈥�

In a nutshell RPA, when done correctly, can remove the need for some employees to engage in tasks that are largely repetitive but perhaps high value. By doing this, these employees can instead focus on other, higher value tasks that more fully use their skill set. I was very privileged recently to meet with Tammy Ryder, General Manager of People and Culture Central for Coles and discuss this topic with her.

I was interested in her view on this topic as she runs Coles HR Shared Services as well as People and Culture Digital Transformation. She was deeply involved in the rollout of , integrated with for Talent Acquisition where much of the RPA solutions implemented were used. As part of that project Tammy implemented RPA in the form of several BOTS to close some gaps and bring greater efficiency to the whole process. In discussing this topic, she said that one of her team鈥檚 key learnings was 鈥溾�� it is about enhancing the experience and putting people where it matters, so automation is highly used鈥�.

Tammy mentioned that early on there was a misconception at Coles that RPA automation would take away jobs or replace people. Tammy and her team were careful to select automated tasks that were important to the business because they are related to critical processes like pay or hiring but were also highly repetitive.

These choices meant that these workers could use the time that automation frees up to instead train team members, interact with customers and other higher value tasks for example, however the BOTs were also providing a valuable service. She said 鈥淸Coles employees] want to do worthwhile work, they want to do work that makes them feel that it has real purpose and meaning behind it.鈥�

鈥�83% [of Australian consumers] are prepared to pay more money for products or services that enhance their feelings of well-being鈥�

While well-being itself as a concept is a hot topic in HR circles these days, trying to quantify the business benefits of well-being can be challenging for HR professionals. Tammy mentioned that when meeting with the executive board, they were, not surprisingly, interested in facts and figures more than feelings.

So how does an HR executive get funding or support for programs like this that support well-being?

We discussed what metric could be used when proposing one of the benefits of RPA as being related to employee well-being. At present there isn鈥檛 any such industry metric and it is challenging to articulate the benefits in numbers, but she was optimistic that over time this kind of metric could be developed and socialised, especially given the strong support for well-being and well-being programs at Coles like . A recent Australian showed that 鈥�83% are prepared to pay more money for products or services that enhance their feelings of well-being鈥�, so the desire for support of well-being programs is real.

I asked Tammy what were some of the challenges in implementing effective RPA? She said there were challenges around understanding how the technology works of course, but an unexpected challenge was the misperception and stigmatism among employees that 鈥淏OTS are going to take over the world鈥� and people would lose their jobs.

Therefore, being clear that, in reality, the aim was to have 鈥減eople where it matters鈥� so that employees could instead focus on high value work was key for success. Tammy鈥檚 advice was to carefully examine if the proposed RPA solution had any measurable benefit, not just automation for the sake of automation. She said that in the end her team got very proficient at looking for tasks that had a clear decision tree, and minimal human centric intervention.

In conclusion, RPA can be a strong contributor to employee well-being by , allowing employees to focus on high value work and potentially reducing employee turnover, which is a useful metric to justify such a program. The key, as always, is not to assume that any given automation is a benefit just because it automates something. Additionally, leaders need to be sensitive to employee鈥檚 perception that BOTS are here to take away their jobs.

With the right discussions, and communication, RPA can be a benefit to the organisation, to employees and even to customer鈥檚 well-being. I, for one, embrace the arrival of our robot friends and look forward to less drudgery.

The post What does Robotics have to do with Employee Well-Being? appeared first on 麻豆原创 Australia & New Zealand News Center.

With skills shortages and low unemployment across Australia and New Zealand, attracting talent is more difficult than ever. In our discussions with CEOs and HR leaders, attracting the right digital skills in particular is looming as one of their major concerns in the next five years.

And it鈥檚 set to get more challenging, with researchers predicting a large and increasing shortfall in technology, media and telecommunication workers.

Insights from our New Reality Roundtable on People:

A highlight of were our breakout sessions where we asked business and technology leaders how they planned to innovate in relation to people, productivity and the planet.

Here are some of the takeaways from our presentations and discussions:

• Having reassessed their careers, work styles and personal lives during the pandemic, today鈥檚 workers have big expectations. They want flexible work hours, with a hybrid mix of working from home and in the office. Increasingly, they want to return to travelling for work.
• With some estimating that up to 50% of workers are in a mood to change employers, the ability for your business to attract skilled workers AND upskill existing workers on the latest technology tools will be a huge factor in your success.
• While money talks, so does skill development. Offering a path to learning and skill development can be a marketable way to attract talent and differentiate your organisation.
• Organisations will need to offer skill development programs like online learning platforms, leadership/mentor programs, short courses, internal academies, defined career paths, formal certifications and external qualifications to foster skills and retain ambitious staff.
• The nature of work is changing faster than people. Analyse your current job descriptions and employment criteria to see if they will still apply in five years.
• The skills shortage will require recruiting from a talent pool beyond traditional graduates. It鈥檚 time to start recruiting for skills, experience and potential rather than certifications. For example:
  • Transition and cross-skill internal staff to new divisions in your business.
  • Engage with new parents re-entering the workforce who want to apply professional skills from home with flexible terms that work around their family.
  • Tap into underutilised older workers who have significant experience and expertise to offer, and who may need upskilling on digital platforms.
  • Reach out to smart candidates from other industries like law, finance or commerce and then train them up on digital skills.
• Workplace planning in line with your expected business growth is crucial. If you plan to grow headcount over the next five years, you鈥檒l need a defined execution strategy to develop the skills you鈥檒l need. The group discussed four approaches to workplace planning:
  • Build: Proactively recruit graduates, apprenticeships, interns and work experience students and give them an opportunity to build their talent at your business.
  • Borrow: Work with clients, partners and complementary businesses to share and cross-fertilise skilled staff, offering them a reason to stay, and return over time.
  • Buy: Look at consultants, outsourcing, offshoring, contractors and freelancers to fill gaps and build internal capabilities. More and more people are comfortable being full-time guns for hire, moving from project to project. Embrace temporary staff and make them part of your team whether for short or longer term assignments.
  • Bots: Investigate software, artificial intelligence and machine learning innovations to help automate and/or streamline manual or repetitive processes to free staff for more valuable roles.

Beyond skill development, an important theme that was top of mind with business leaders was the importance of culture, purpose, fun and employee experience 鈥� especially with younger team members.

Once you鈥檝e invested in attracting, upskilling and developing a great team of people, if you let them down in terms of culture then you fail to build a sustainable long-term talent plan.

to learn more about the event and watch a replay of the keynote by Nic Gill, High Performance Manager of the New Zealand All Blacks.

The post Insights from Effect 2022: How to attract and retain digital talent in the new world of work appeared first on 麻豆原创 Australia & New Zealand News Center.

In today鈥檚 competitive environment there is a lot of focus on attracting skilled staff, but if you can鈥檛 retain them once they arrive then your investment is wasted. A big part of this is setting staff up for success with the right tools and experiences 鈥� increasingly using technology.

Conditioned by the consumer apps they use at home 鈥� like banking, food delivery, shopping and entertainment 鈥� today鈥檚 workers expect everything to be fast, simple, seamless, instant and at their fingertips. The trouble is that often work systems are far behind in terms of usability.

Our job as leaders, and technologists, is to give people everything they need to do a great job however they prefer to work.

Insights from our New Reality Roundtable on Productivity:

A highlight of were our breakout sessions where we asked business and technology leaders how they planned to innovate in relation to people, productivity and the planet.

Here are some of the takeaways from our presentations and discussions:

• Today鈥檚 workers want to log into one application and do everything they need to get their job done throughout their day. This increases productivity for the business and provides a better experience for staff.
• Recent research reveals that even if we have the very best machine learning and artificial intelligence solutions, the optimal performance and business benefits come when people and machines work together behind a clear strategy.
• To get the technology right, it is crucial to move from system thinking to people thinking. To design for people, start by experiencing a 鈥榙ay in the life鈥� of your team in the field or office to observe the mission-critical activities and frustrations. What do they need to start the day, manage their schedule, process an order, communicate with customers, run reports and close up the day?
• Based on this real-life information, you can storyboard, wireframe, design, prototype and test the solution that will provide the tools they need to be successful in their day to day lives. At 麻豆原创 our goal is to create digital journeys for people that surface the critical data and tasks aligned to their daily tasks where and when they need it 鈥� on or offline.
• A huge proportion of people, particularly the younger generations, run their personal and working lives on their phones. This means providing an employee experience on mobile is a huge opportunity. People are losing patience with clunky processes.
• For example the older generation often want phones put away at work and in meetings, but for the next generation this is where they take notes, do research, schedule meetings and contact clients. Being on phones doesn鈥檛 mean they鈥檙e not engaged, just working differently.
• There is a disconnect between the investment we make on the employee versus customer experience. Too often we put all our effort into the customer at the expense of staff, even though disgruntled staff will damage customer service.
• IT professionals can be very good at telling teams how to use a system which has been pushed down to them, but less great at asking and observing users to see how technology can give them what they need to do their job faster and with fewer frustrations.
• Outside technology, employee experience will win or lose on the human elements of a shared vision, sense of purpose, feeling of inclusion, team morale and a commitment to diversity. While these are broad topics, intelligent and centralised HR platforms and staff collaboration tools can demonstrate how individuals are contributing to business goals, build connections and emphasise employee benefits to build loyalty.

The ultimate goal is to create personalised digital experiences that help users have a great day at work. Ideally they won鈥檛 even be aware that they are using technology or switching between systems. While this requires investment and integration, the payoff is worth it.

to learn more about the event and watch a replay of the keynote by Nic Gill, High Performance Coach for the New Zealand All Blacks.

The post Insights from Effect 2022: How digital tools streamline productivity and employee experience appeared first on 麻豆原创 Australia & New Zealand News Center.

While it was already a priority, sustainability has been pushed up the list for business leaders, driven by natural disasters, global energy, supply chain uncertainty, and the emergence of the younger, more sustainability-savvy generation.

Sustainability has evolved from a tick-the-box compliance requirement to a strategic opportunity to attract a new generation of staff and customers that are demanding action. What鈥檚 more, without being cynical, innovative businesses have identified climate change as a multi trillion-dollar opportunity.

As the market and environmental objectives align, doing good for the world’s people, animals, oceans and forests is not just good for the planet, but it can also benefit the bottom line. Sustainability is a global economic challenge requiring swift and market ready solutions.

Insights from our Sustainability Pillar:

A highlight of were our breakout sessions where we asked business and technology leaders how they planned to innovate in relation to people, productivity and the planet.

Here are some of the takeaways from our presentations and discussions:

• While many of the older generations would not have investigated green credentials when assessing a potential employer, today鈥檚 graduates are more aware, knowledgeable and passionate about this topic than their predecessors.
• People are demanding the businesses they work for or buy from are operating responsibly and sustainably in terms of energy, waste, emissions and efficiency across their supply chain. They want to work for a brand that is respected, sustainable and is contributing to society.
• True sustainability requires engagement across all levels, from the CEO driving strategy and the product team designing packaging through to the procurement manager sourcing supplies and the efficiency of front-line workers. The commitment starts in the boardroom.
• Institutional investors, superannuation fund managers and shareholders are increasingly applying non-financial environmental, social and governance (ESG) factors as part of their analysis and demanding detailed reporting to manage reputational risks, identify growth opportunities and maximise returns.
• As a result, we鈥檙e seeing the rise of the Chief Sustainability Office (CSO) to take accountability for strategy, performance and reporting.
• From raw materials and manufacturing processes to packaging and product usage, end-to-end supply chain transparency is becoming increasingly important. This can incorporate a range of attributes including responsible sourcing, fair work practices, renewable energy, carbon emission, geopolitical environment, transport miles, adverse media, human rights and financial stability.
• 麻豆原创 is working with third party data aggregators to enhance businesses鈥� own internal data to develop sustainability dashboards that pull together a range of these ESG factors to score and rate suppliers across the supply chain and make better decisions accordingly. This also becomes valuable for communicating internally and with the market to demonstrate credibility and action.
• Under increasing pressure from customers, staff, regulators, competitors, investors and the media, there is a greater desire and motivation in the corporate world to move fast on this issue 鈥� often faster than governments.
• In our discussions with CEOs we know that sustainability is rising fast in terms of strategic objectives, however a large proportion have not taken serious action. We expect to see meaningful action in the coming years.

There is no doubt that digital and climate disruption are major challenges for every industry. However, for businesses willing to embrace digital transformation, they also represent a once-in-a-generation opportunity to do things better. Better for the planet, better for customers, better for staff, and better for your business.

to learn more about the event and watch a replay of the keynote by Nic Gill, High Performance Manager of the New Zealand All Blacks.

The post Insights from Effect 2022: How technology drives more sustainable organisations appeared first on 麻豆原创 Australia & New Zealand News Center.

However, the role of the people manager and the competencies required to effectively lead others in a hybrid workplace is emerging as a critical topic that businesses must address to ensure organisational success in the future.

According to Gartner the changing role of the manager is one of the top that greatly impacts the employee experience post Covid-19 and 鈥楨nabling managers to manage a hybrid workforce鈥� and 鈥楿pskilling leaders to lead in a hybrid environment鈥� are top challenges when setting strategy for a hybrid workforce.

What鈥檚 changed and what鈥檚 the big deal?
analysis of HR business press trends shows the awareness of a new viewpoint on the competencies required. Noting the pandemic has extended both the organisations and leaders鈥� roles to be more emotionally supportive of their employees, with managers expected to support their team members as whole people with passions, aspirations, and preferences, rather than just workers with a set of skills.

As a result, people managers must balance being an advocate for their team members鈥� needs while also meeting the expectations of executive leadership and upper management, with this balancing act more pronounced in a remote or hybrid environments.

When you consider that Management can be viewed as 鈥榤anaging the work鈥� – controlling a group or a set of entities to accomplish a goal and not necessarily about the people, you being to realise the potential magnitude of the task. Leadership in comparison is characterised as an individual鈥檚 ability to influence, motivate, and enable others to contribute toward organisational success.

In a hybrid environment with fewer opportunities for spontaneous in-person interactions, a workers’ connection to their manager may be stronger than their connection to the organisation as a whole, it follows that the manager-employee relationship is critical in shaping the employee experience and connection to the organisation.

How can you support your managers to make the transition?
The 麻豆原创 SuccessFactors analysis provides a perspective and fledgling insights on the skills required and the role HR Practitioners and HR Technology can play in assisting both existing managers of people in making this transition to be holistically supportive of team members鈥� work and non-work experiences and in the selection of future managers of people.

HR needs to come to the fore
Analysis of how leadership and management roles have changed in the organisation should be undertaken by HR and reflected in updated job descriptions, performance management criteria, and succession-planning practices.

For example, rethinking the role of management in the employee journey not as a necessary step in the career ladder recognising that not everyone should or wants to be a people manager, but rather organisations that focus more on identifying and developing the most effective and supportive people managers will create better teams and a better culture. Proactively addressing people manager burnout from having to quickly learn new and complex management skills is also identified as a well-being action item for HR.

Technology can be your friend and your foe
While it would seem obvious that the effective use of to support processes virtually which have historically been in person, such as performance and succession planning roundtable discussions is a must; As is 鈥榝reeing up鈥� People managers time to be more supportive of employees by automating administrative tasks, increasing automation also places more emphasis on certain 鈥渉uman-centered鈥� skills, such as empathy which remain central to leader鈥檚 role and arguably even increase in importance in a hybrid workplace.

Human Centred Skills are a must
People Managers can no longer manage just for performance they must also manage for experience. The Human-centric skills that are generally associated with impacting workforce health and operations include empathy, agility, creativity, persuasion, collaboration, adaptability and emotional intelligence. Gartner suggests that equipping leaders for the Hybrid workplace is a key area of opportunity for organisations to evolve their approach towards Human Leadership, where leaders are:

Authentic – Act with purpose and enable true self-expression, for both themselves and their teams.

Empathetic – Show genuine care, respect and concern for employees鈥� well-being.

Adaptive – Enable flexibility and support that fit team members鈥� unique needs.

Recruiting, promoting, and managing employees with human centred skills which reflect personal characteristics in addition to experience, however, raises further challenges to ensure these processes do not promote inequity.

It is clear that in a Hybrid workplace all people manager roles need to be more emotionally supportive of their employees. The transition to Human Leadership should be part of your company鈥檚 strategy to support long term hybrid working. Although this change was borne of the pandemic, an evolution to Human Leadership is a change that will benefit us all, employees, managers, and leaders and above all humanity.

Interested in sharing your company鈥檚 perspective on the Transformation of People Management? Our is looking for Customers to participate in our research study. Or continue the discussion by joining us at in on 30 August and on 6 September or on 30 August.

The post Are Your Managers Ready for the Hybrid Workplace? appeared first on 麻豆原创 Australia & New Zealand News Center.

These insights have been revealed in new SMB research study released today, Transformational Talent: The impact of the Great Resignation on Digital Transformation in APJ鈥檚 SMBs鈥�, which explores the impact of the Great Resignation on Australia鈥檚 SMBs and their growth plans.听听

Optimism abounds as SMBs move from resilience to focus on growth听

Having managed significant challenges over the past two years, SMBs in Australia are looking beyond a focus on resilience.听听

Two-thirds (66%) of Australian SMBs say their organisation is highly or fully resilient in weathering the pandemic鈥檚 impact. Not one respondent said they are not resilient at all. That confidence has resulted in a feeling of optimism about their growth prospects.听听

That mindset can only be a positive thing for Australia, according to Sofiane Ainine, SMB Segment Lead, 麻豆原创 Australia.听

鈥淥ur small and medium-sized businesses are a bellwether for the wider economy, as the nation鈥檚 biggest employer. I firmly believe that when SMBs thrive, economies grow, and Australia prospers鈥�, said Ainine. 鈥淏y harnessing this optimism and putting it together with great innovation, a commitment to talent, and a strong partner ecosystem we can chart a course to the next decade of SMB success in Australia.鈥澨�听

The impact of the Great Resignation on SME digital transformation in Australia听

Despite this optimism, businesses now face another challenge 鈥� the 鈥楪reat Resignation鈥�. Coined in 2021, the phrase refers to a worldwide trend of millions of employees across the world leaving their jobs.听

麻豆原创鈥檚 research found the Great Resignation is real and impacting SMBs in Australia today. Almost half (48%) of respondents agreed that more employees are resigning now compared to just 12 months ago, while 57 percent of SMBs said they are not finding it easy to cope with the impact of the Great Resignation. This is critical, given 94 percent of SMBs say digital transformation is very important to their organisation鈥檚 survival over the next year.听

The talent crunch is impacting organisation鈥檚 ability to digitally transform their businesses. In fact, lack of skilled talent trails only understanding of available digital solutions as challenges to achieving successful transformation for Australian SMBs, ahead of traditional obstacles like cyber security or lack of budgets.听

鈥淭his study reveals how the Great Resignation can be seen as an existential threat to many organisations,鈥� said Mr Ainine. 鈥淒igital transformation is a fundamental way SMBs not only build resilience, but how they create agile, innovative paths to growth. But without the right people, any transformation will struggle. Investment in talent must match investment in innovation to ensure SMBs in Australia both survive 鈥� and thrive.鈥�听

Investing in talent and training to mitigate the Great Resignation听

SMBs in Australia are investing in their workforce to mitigate the effects of the Great Resignation and to bolster their organisations鈥� ability to deliver digital transformation.听听

Survey respondents said they were focusing on introducing flexible working arrangements (45%) and improving financial incentives (39%) to boost talent retention over the next 12 months. Yet, beyond those strategies, SMBs are also focusing on training. Over a third (36%) of SMEs said they would provide upskilling opportunities to retain key talent in the next 12 months.听

The focus on training can鈥檛 come too soon. Over half (55%) of SMBs say upskilling to support digital transformation is urgent, leading to 82 percent of Australian SMBs who will focus on digital training throughout this year.听听

鈥淭he Great Resignation has often been misconstrued as employees leaving to pursue their purpose. That鈥檚 not the whole story,鈥� said Mr Ainine. 鈥淭alent requires the right remuneration, flexibility, and a clearly communicated progression journey. Prioritising upskilling and career progression, and supporting it with access to the right technology and partners is proven to be a win-win for employees and for SMBs here in Australia.鈥�听

The full report of Transformational Talent study is available for download .听

The post 84% of Australian SMBs confident about their growth despite workforce volatility, reveals new report commissioned by 麻豆原创 appeared first on 麻豆原创 Australia & New Zealand News Center.

These insights have been revealed in new SME research released today, which explores the impact of the Great Resignation on New Zealand鈥檚 SMEs. The study, Transformational Talent: The impact of the Great Resignation on in APJ鈥檚 SMEs commissioned Dynata to survey 1,363 small and medium business owners and decision-makers across eight countries in the region, including 101 in New Zealand.听

The impact of the Great Resignation on SME digital transformation in New Zealand听

As the world economy recovers from the pandemic, businesses now face another challenge 鈥� the 鈥楪reat Resignation鈥�. Coined in 2021, the phrase refers to a worldwide trend of millions of employees across the world leaving their jobs.听

麻豆原创鈥檚 research found the Great Resignation is real and impacting SMEs in New Zealand today. Three quarters (79%) of respondents agreed that more employees are resigning now compared to just 12 months ago, easily the highest in Asia Pacific and Japan. 36 percent of SMEs said they are not finding it easy to cope with the impact of the Great Resignation. 听

The talent crunch is impacting organisation鈥檚 ability to digitally transform their businesses. In fact, lack of skilled talent ranks alongside difficulty balancing priorities as the top challenges to achieving successful transformation for New Zealand SMEs, ahead of traditional obstacles like cyber security or lack of budgets.听

鈥淭his study reveals how the Great Resignation can be seen as an existential threat to many organisations,鈥� said Adrian Griffin, Managing Director 麻豆原创 New Zealand. 鈥淒igital transformation is a fundamental way SMEs not only build resilience, but how they create agile, innovative paths to growth. But without the right people, any transformation will struggle. In order to survive and thrive, New Zealand businesses have to invest in people, invest in culture and invest in innovation.鈥�听

Investing in talent and training to mitigate the Great Resignation听

SMEs in New Zealand are investing in their workforce to mitigate the effects of the Great Resignation and to bolster their organisations鈥� ability to deliver digital transformation.听听

Survey respondents said they were focusing on introducing flexible working arrangements (33%) to boost talent retention over the next 12 months. Yet, beyond that focus, SMEs are also focusing on training. Almost a third (29%) of SMEs said they would provide upskilling opportunities to retain key talent in the next 12 months.听

The focus on training can鈥檛 come too soon. Over eight in ten (81%) SMEs say upskilling to support digital transformation is urgent, leading to 88 percent of New Zealand SMEs who say they will focus on digital training throughout this year.听听

鈥淭he Great Resignation has often been misconstrued as employees leaving to pursue their purpose. That鈥檚 not the whole story,鈥� said Griffin. 鈥淓mployers need to look at the wider workplace. People want to work at organisations with a diverse and inclusive culture, a welcoming and flexible workplace, and a clearly communicated progression journey. Prioritising upskilling and career progression and supporting it with access to the right technology and partners is proven to be a win-win for employees and for SMEs here in New Zealand.鈥�听

Optimism abounds as SMEs move from resilience to focus on growth听

Having managed significant challenges over the past two years, SMEs in New Zealand are looking beyond a focus on resilience.听听

Two-thirds (69%) of New Zealand SMEs say their organisation is highly or fully resilient in weathering the pandemic鈥檚 impact. Just three percent of respondents said they are not resilient at all.听听

That confidence in their ability has resulted in a feeling of optimism about their growth prospects. 91 percent of SMEs in New Zealand said they are moderately, very, or extremely confident in their growth over the next 12 months.听听

That mindset can only be a positive thing for the region, according to Griffin.听

鈥淥ur small and medium sized businesses are a bellwether for the wider economy. I firmly believe that when SMEs thrive, economies grow, and New Zealand prospers鈥�, said Griffin. 鈥淏y harnessing this optimism and putting it together with great innovation, a commitment to talent, and a strong partner ecosystem we can chart a course to the next decade of SME success in New Zealand.鈥澨�听

The full report of Transformational Talent study is available for download upon request.听

The post The Great Resignation Hits 92% of New Zealand SMEs鈥� Digital Transformation Plans appeared first on 麻豆原创 Australia & New Zealand News Center.