鈥淓mployee benefits around health and well-being are a major topic within the Australian culture because people in this country expect more work-life balance,鈥� said Chi Tran, head of workforce market insights and data at Mercer. 鈥淥rganisations want to make sure they have the flexible programs in place to attract and retain people. We see well-being benefits becoming increasingly non-negotiable as a core component of an organization鈥檚 ability to deliver an effective employee experience.鈥�

The same study also showed that 97% of organisations had a health and wellness benefits program in place, and employees were more attracted to organisations that have a sense of purpose.

Pandemic puts employee wellness at center stage

Like everything else, the pandemic has fast-tracked the future of work. Another Mercer poll revealed that respondents from one in two companies in Asia-Pacific saw indications of worsening employee burnout and pandemic fatigue. As a result, Tran said many organisations are taking a risk-based approach with data-driven prevention programs to reduce insurance premiums while addressing worker well-being, particularly mental health.

鈥淚n addition to keeping responsive employee assistance programs in place, many companies are shifting to proactive strategies that bring people in with virtual wellness workshops on a more regular basis,鈥� she said. 鈥淭here鈥檚 no one-size-fits-all program. Organisations need to listen to their different employee cohorts, investing in benefits that will resonate with everyone鈥檚 unique needs.鈥�

Personalised, flexible benefit programs

One example is 麻豆原创鈥檚 global 鈥淧ledge to Flex鈥� program designed to fit every鈥� employee鈥檚 鈥媟ole, style, and location while continuing to meet business and customer needs. At 麻豆原创 ANZ, where the pandemic鈥檚 impact was nascent in 2020, but revved up through 2021, the company established a framework for employees to consider when determining their work style preferences.

鈥淲e want people empowered to find the ideal working style that will meet their individual, team, and customer success responsibilities,鈥� said Debbie Rigger, head of HR at 麻豆原创 Australia and New Zealand 鈥淲e have parents with young children or other caregiving responsibilities. We have early talent working at home out of their bedroom. We want them to ask themselves, what is my role? Who are my stakeholders and what are their expectations? What family-related and other personal commitments do I have? Given all these factors, what do I need to do my best work?鈥�

Looking ahead, Rigger expects to see the unexpected, meaning employee requests for things HR has never thought of before. Meantime, the 麻豆原创 ANZ team as doubled down on creating a safe in-person reentry experience for employees based on legislation and government guidance, as well as the company鈥檚 global policies.

鈥淭his has been more of a re-education for employees about the options they have, and being transparent about what鈥檚 possible when it comes to working schedules that span full-time, part-time, compressed hours, job sharing, and even geographies,鈥� said Rigger. 鈥淕iven the border closures, people have been interested in traveling within the country, while also being able to work remotely for a specified time period. Through candid conversations with managers, employees determine how, when, and where they work based on their personal circumstances and the needs of the business.鈥�

Organisations adjust employee experience to the new normal

Flexible working practices are likely here to stay. analysts predicted that by 2023, digital transformation and business volatility would drive 70% of G2000 organisations to deploy remote or hybrid-first work models, redefining work processes and engaging diverse talent pools. The beauty of being flexible is obvious during these times of rapid change and market uncertainty.

Rigger said 麻豆原创 ANZ was already exploring how to make the most of the company鈥檚 office spaces in compliance with local legislation guidance. Hybrid work models might demand new spacial configurations, not just for social distancing, but for fundamentally changed workplace norms. From impermanent individual workstations to virtual tools that let people effectively brainstorm when they aren鈥檛 in the same room, organizations need to create that employee community again, bringing people back into a space so they can continue to be more productive.

Companies still struggling with remote versus in-person work mandates are missing the point about addressing the opportunities the global pandemic continues to reveal. Innovative organisations will jump at this historic inflection point to redefine the future of work with benefits for both organisations and their employees.

This article was originally published on

The post Flexibility Is Non-Negotiable When It Comes To The Australian Employee Experience appeared first on 麻豆原创 Australia & New Zealand News Center.

Just two months after Device Technologies drew up a COVID-19 disaster plan, its business changed dramatically. Demand from hospitals for its usual products 鈥� surgical instruments, orthopaedic implants, robotics and the like 鈥� plummeted as elective surgery was banned.

Adapting at speed

Instead, the company was deluged with orders for ventilators and personal protective equipment. 鈥淲e shifted our business model extremely quickly,鈥� says CEO Michael Trevaskis.

Fortunately, the rapid pivot was simplified by a decision taken three years earlier to transform Australia鈥檚 biggest independent supplier of medical technology into a digital leader in the healthcare sector.

Michelle Stewart, general manager of marketing and digital, headed the project, starting with the supply chain.

Using 麻豆原创鈥檚 Customer Experience platform, Device Technologies introduced a surgery booking portal, eliminating the need for phone calls and several data entry steps 鈥� instead allowing surgeons to input into an app what equipment they needed.

Putting patients first

After just one year in operation, the portal has saved more than 50,000 hours of administrative time. As well as reducing the risk of human error, it has freed up more than 100 sales staff across the surgical divisions of Device Technologies, allowing them to spend more time with surgeons improving patient outcomes.

鈥淚t puts patients ahead of paperwork,鈥� says Stewart.

It has also allowed sales staff to input surgery bookings on the go on mobile devices rather than entering data after business hours.

The company鈥檚 next biggest change is an ecommerce platform, giving customers access to a digital catalogue of more than 70,000 products and the ability to track their purchases and deliveries anytime.

Total transparency

鈥淲e鈥檙e inviting them into the business with total transparency,鈥� says Stewart, noting that a trial launch to a small group of customers shows they are three times more likely to research product details through the portal and are logging on outside business hours.

Trevaskis says the digital innovations will allow Device Technologies to continue to expand.

Five years ago, 80 per cent of its customer base was Australian hospitals and doctors. Now, the company supplies equipment to veterinary practices and aged care homes, as well as hospitals across South-East Asia.

鈥淲e couldn鈥檛 do this without technology; it鈥檚 far too labour intensive,鈥� he says. 鈥淗ealth care has to evolve into more digitised services and COVID-19 has fast-tracked this.鈥�

To discover more stories of 麻豆原创 innovation in action, visit

The post Healthcare innovation in action: Device Technologies appeared first on 麻豆原创 Australia & New Zealand News Center.