The announcement, made at 麻豆原创 Australia and New Zealand鈥檚 flagship customer event 麻豆原创 NOW ANZ, details how Atturra turned to 麻豆原创 SuccessFactors to help overhaul its employee experience, which was hampered by basic HR systems and a reliance on fragmented and manually tracked spreadsheets and documents.

As Atturra鈥檚 team quickly expanded, the administrative workload to manage the larger team became a bottleneck, causing HR process delays and affecting the quality of employee engagement. Performance reviews were less frequent, employee and organisational data quality suffered, and the lack of a structured training platform hindered growth opportunities, affecting both individual and business development.

To address these challenges, Atturra worked with Discovery Consulting to begin implementing 麻豆原创 SuccessFactors into its operations in October 2022. The rollout was completed in October 2023 and included core HR services, including Employee Central, Onboarding, Learning, Performance & Goals, and Recruiting. The phased rollout approach gave staff time to establish a change management framework and manage the cultural transition, granting greater insight into Atturra鈥檚 people data before implementing tailored performance and learning objectives.

The business has already felt the positive impact of its decision. Atturra now has an automated onboarding process and provides its employees with access to self-service tools, as well as improved access to learning resources and compliance training. Since the implementation, the organisation has seen a 78 per cent increase in accuracy of high-quality employee and organisational HR data; a 49 per cent decrease in the average time managers spend on administrative HR-related tasks; and staff turnover has also reduced by 15 per cent.

Speaking at 麻豆原创 NOW ANZ, Atturra鈥檚 Chief Operating Officer, David Dekker, said, 鈥淎s a company that prides itself on helping clients embrace the tools of the future, we saw how relying on better technology would support our growth and deliver a first-class experience to our people. Implementing 麻豆原创 SuccessFactors has streamlined our onboarding process, allowing new team members to settle in and start learning and contributing faster. In the second phase we added further functionalities with the Performance & Goals, Learning and Recruiting modules. This has been a game changer in promoting a culture of continuous development, boosting employee engagement and supporting our goals for sustainable growth and innovation.鈥�

麻豆原创 Australia and New Zealand鈥檚 President and Managing Director, Angela Colantuono, said, 鈥淚mplementing 麻豆原创 SuccessFactors had an immediate, positive impact on Atturra鈥檚 employee management, engagement and retention. From helping to improve its HR systems to better managing its growing team, to refining the onboarding experience from day one, the result was a transformative HR experience that supports and accelerates Atturra鈥檚 growth.鈥�

Discovery Consulting Group鈥檚 Managing Partner, Alistair Elloitt, said, 鈥淭he implementation of 麻豆原创 SuccessFactors enabled Atturra to drive change in its employee lifecycle management system, underpinned by strong project governance and the continued support and communication from leadership. The willingness to not only adopt new systems but also support organisational change to achieve benefits across the organisation and for their people is a testament to the team at Atturra.鈥�

Atturra continues to refine its performance goals and development processes through 麻豆原创 SuccessFactors, improving workflows and automations to increase authentic employee engagement, particularly in remote work teams, and use the platform鈥檚 analytics tools to identify retention risks.

The post Atturra overhauls HR processes with 麻豆原创 SuccessFactors appeared first on 麻豆原创 Australia & New Zealand News Center.

HR solutions aim to provide many things for employees, but interestingly many of these features have an apt comparison to the kinds of things a dating app might also provide.听 Dating apps have come a long way technologically, and intellectually in the past 10 years.听 So why can鈥檛 similar technology be used to help companies tap into top-quality talent and to help job seekers find the right organization to work for?

So why can鈥檛 similar (to dating apps) technology be used to help companies tap into top-quality talent and for job seekers to find the right organization to work for?

Talent Acquisition:

• Recruiters can scan lists of potential candidates and evaluate skills, background, likes and dislikes and more to determine if they should take the next step
• Dating apps provide much the same, a person鈥檚 profile being their 鈥榬esume鈥� and you taking the recruiting role evaluate a person鈥檚 fit, then 鈥�
• Recruiters invite people to an interview, where initial impressions are made and everyone is on their best behaviour. The recruiter will either 鈥榮wipe right鈥� or 鈥榮wipe left鈥� on your profile given how well you do.
• Dating apps aim to get you on a date, where initial impressions and best behaviour are key to success, and your potential date will decide if they want things to progress.

Succession and Career Development

SuccessFactors and other HR Solutions include match making for many purposes:

• Matching to Mentors for career development
• Matching to existing roles using skills and competencies
• Evaluating what skills you have and using algorithms showing you a career path

Dating apps mirror these features by:

• Matching you to potential mates for relationship development
• Using your interests and background to match you to groups of people with similar interests and backgrounds
• Instead of skills and competencies, likes and personal preferences can be used to facilitate matches

As silly as this seems on the surface, there could be lots to learn from dating applications when considering a good HR solution.听 Does the solution just treat applicants, or hopeful matches as numbers to crunch, or is there a 鈥榟uman鈥� dimension that allows for more nuanced evaluations, highlighting the 鈥榮oft鈥� attributes that candidates, or successors should possess for a successful match?听 Does the HR solution provide an easy way to find matches, with enough personal information to get a good feeling for the individual, but not so much that their privacy is threatened?听 does a decent job of outlining some of the important aspects of a candidate or person selection system in describing a solution called听 OnSkil.

Giving these very clear parallels, it is important as a job seeker or internal candidate to take some lessons from the world of dating applications (whether you use, or have used them or not):

• Keep your profile up to date! If your last post in Tinder was from 5 years ago, potential matches will see you as not progressing, or doing anything with your life. Not an attractive date.听 Recruiters and organisations looking to fill roles might feel the same about your 5 years out of date LinkedIN profile.
• Think carefully about the messages you put out there. Referencing too much personal information can be detrimental on a professional resume or career site when it comes to portraying your skills and qualifications.听 Stick to the facts that make a difference whether dating or job hunting.听 Choose personal information that will help you and present you in your best light.听 You don鈥檛 need to include information about EVERY previous relationship, for example.

To round things out, it鈥檚 clear that there are lessons to be learned on both sides of the game.听 Job hunting and career progression are both endeavours that share a lot with the world of online dating and could provide valuable insights for both.听 Thinking professionally about your personal life and how potential dates will see you is just as beneficial as thinking about perception when advertising your skills and qualifications to a potential date 鈥� err, employer.听 Good luck out there!

The post Why HRIS Solutions are like Dating Apps appeared first on 麻豆原创 Australia & New Zealand News Center.

GrainCorp connects over 10,000 regional grain growers with customers worldwide to turn wheat, barley, canola, sorghum and specialty commodities into foods and animal feedstock. With the largest grain storage and handling network on the east coast of Australia, GrainCorp operates over 160 grain receival sites with bunker or silo storage, and seven bulk grain port terminals. Food supply chain resilience is fundamental to the company鈥檚 sustainability commitment to boost services and profits while lowering environmental impact.

鈥淥ur vision is to lead sustainable agriculture through the next century of growth, to create value for everyone鈥檚 future,鈥� said Cate Hathaway, chief people and transformation officer at GrainCorp. 鈥淭hrough strategic partnerships and digitalisation that supports collaborative innovation and data-driven decision-making, we are building the workforce and supply chain resilience that we need for the next generation of agribusiness.鈥�

Renewables feed agri-energy innovation

GrainCorp is well placed to help address growing global demands for renewable fuels and fuel feedstocks. The company exported over nine million tons of grain worldwide last year, and is the largest supplier of renewable feedstocks in Australia and New Zealand, including used cooking oil, tallow, and canola oil.

鈥淲e believe that GrainCorp has a responsibility to help the agricultural industry feed the world鈥檚 growing population in a changing climate with fewer resources,鈥� said Hathaway. 鈥淲e are uniquely positioned to support the transition to renewable fuels, reducing our own waste impact, and participating in the market鈥檚 growth.鈥�

Last year, GrainCorp鈥檚 canola crushing facility in Victoria received International Sustainability and Carbon Certification (ISCC) to export canola oil into international markets for conversion to renewable fuels.

Workforce resilience from digitalisation

Replacing manual and disparate HR systems with one centralised digital platform has reduced costs and increased workforce engagement at GrainCorp. The company has saved approximately $1 million moving from in-person to online quality control training sessions, and reported over 90% employee satisfaction levels with the recruitment and onboarding experience, and 20% faster onboarding of new-hires.

鈥淲ith strong Australian crop yields and GrainCorp achieving record results over the last two years,听听has been a huge leap forward in the technology we use to engage our workforce,鈥� said Hathaway. 鈥淲e brought in hundreds of permanent employees and thousands of seasonal workers on time and within budget while facing the greatest global talent shortage in the past 50 years.鈥�

Despite challenges from extreme weather, the pandemic, and supply chain disruptions, GrainCorp鈥檚 workforce has remained impressively resilient.

鈥淕iven the volatility of the weather and fluctuating market conditions, the nature of our business demands a resilient workforce,鈥� said Hathaway. 鈥淲e have the data to understand and act on moments that matter within the employee lifecycle. We can better identify and nurture top talent, and proactively conduct workforce planning to mobilise talent for peak business periods, such as the Australian harvest season.鈥�

AgTech investments pay off with growth opportunities

GrainCorp鈥檚 digitalisation strategy is designed to build relationships and explore new business opportunities. Its venture capital fund, GrainCorp Ventures, has invested in a regional 听that helps close broadband coverage gaps for growers in remote areas of Australia. GrainCorp鈥檚 investment 鈥� a 15% stake 鈥� in Hone, an Australian-based AgTech company, is another example of digital innovation. Touted as a quality testing revolution, grain growers can use Hone鈥檚 technology to make real-time, data-based decisions for healthier soil and crops, supporting sustainable farming practices and more profitable business.

GrainCorp has also launched a $4.4 million research partnership with Australia鈥檚 national science agency CSIRO to explore manufacturing and supply chains in the fast-growing plant-based protein ingredients market. The objective is to reduce reliance on imported ingredients and increase the value of grains and oilseeds for use in new products. The听听is predicted to total over $17 billion by 2027.

鈥淲e want to stay one step ahead of consumer trends like plant-based proteins by partnering with experts who have similar values and the same strategic focus on growth and innovation,鈥� said Hathaway.

Unparalleled commitment to customers and community

Last year鈥檚 record-setting floods in eastern Australia were a major stress test of the region鈥檚 food supply chain resilience. At the time, GrainCorp鈥檚 teams literally waded in to support听听and prevention.

鈥淥ur employees are experienced and agile in responding to supply chain challenges, and are passionate about supporting the communities in which they live and work, while continuing to deliver for our growers and customers,鈥� said Hathaway. 鈥淭his is what happens when you create an environment where people find their passion, grow their potential, and thrive as part of a team dedicated to sustainable business.鈥�

The post Harvesting A Bumper Crop Of Agribusiness Innovation From Australia appeared first on 麻豆原创 Australia & New Zealand News Center.

We live in an age awash with听, mental health days, and modern benefits like听听which all revolve around the idea that it is important to recognise employee well-being for a variety of reasons.听But what does Robotics Automation have to do with employee well-being?听In some ways it seems like organisations are interested in the well-being of robots more than people. 听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. 听By doing this, these employees can instead focus on other, higher value tasks that more fully use their skill set.听听I was very privileged recently to meet with Tammy Ryder, General Manager of People and Culture Central for听听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.听She was deeply involved in the rollout of听, integrated with听听for Talent Acquisition where much of the RPA solutions implemented were used.听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.听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.听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.听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.听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.听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听.听A recent Australian听听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?听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.听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听, allowing employees to focus on high value work and potentially reducing employee turnover, which is a useful metric to justify such a program.听The key, as always, is not to assume that any given automation is a benefit just because it automates something.听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.听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.

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.

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.

I think the much more interesting, and perhaps impactful change is the organisational shift towards 鈥榙ynamic teams.鈥�

The introduction of employment marketplaces, essentially internal job boards where employees sign up to be a part of temporary opportunities or 鈥榞igs鈥�, is the next great evolution of the workplace. The standard 鈥渢op-down鈥�, work in hierarchical teams approach is being sidelined by a much more efficient, and flexible model. This seismic shift in global work culture should not be overlooked.

Perhaps the and its elements have also been around for a long time too. However, technology in the HRIS space has only recently started to support the idea of providing employees access to work experience outside their standard job hierarchy. It is perhaps not surprising that only technology could facilitate such an arrangement.

Cataloguing thousands of opportunities varying in type, then matching them to the thousands of skills associated to hundreds of potential employees requires technology to realistically manage. Once employees are matched to an opportunity, the organisation now has a dynamic team. But how to manage this new, dynamic beast?

There is a valid concern that these opportunities offered to non-hierarchical teams distract employees from formal KPI鈥檚, or the goals established by a direct supervisor. However, has been around for a long time. Companies and leaders can do two things at once and track the success and relative value of both activities using software.

Another . However, if the COVID restrictions, including restrictions on travel and 鈥榠n person鈥� meetings, have taught us anything, it is that software can overcome these limitations also. Microsoft Teams, Zoom or whatever flavour of collaboration software is the prevailing favourite has proven very effective in connecting teams across the globe and allowing for remote work to keep productivity going, even soaring.

Achieving business outcomes vs. championing job roles
Organisations benefit from this evolution in several ways. For one thing dynamic teams by their very nature emphasize achieving business outcomes rather championing job roles. Rather than having leaders assigning work based on group hierarches, employees can be part of cross-functional teams based on what needs to get done and who is able to do it. The outcome is served by assigning people with the right skills and motivation to the task, rather than to a team who might be 鈥榯raditionally鈥� responsible for a similar task.

Workers can participate in activities based on the skills and aspirations they have. This leads to and in increased desire to stay with the organisation providing these opportunities. Because skills and experience are targeted at the opportunity specifically, rather than merely pulling people from a pool designated as the 鈥榦fficial鈥� source, the outcome of the project or gig will likely be of higher quality and more successful. Employees participating in dynamic teams not only get the opportunity to flex skills not found in their formal jobs, but they also gain exposure to other leaders, teams and projects that could also be career enhancing.

Many organisations have the tools necessary to facilitate the next great industrial revolution and dynamic teams will be a core part of the change. COVID and its related impact on how we work, on the economy and on our psychology has ushered in a change that has long been needed in the modern workplace 鈥� flexibility. Employees and employers can and will benefit from this change facilitated in part with modern technology and fortunately for me, good use of sophisticated software.

This article was originally featured on .

The post Say Goodbye To The Great Resignation And Hello To Dynamic Teams appeared first on 麻豆原创 Australia & New Zealand News Center.

SYDNEY 鈥撎齆ovember听3听2021听鈥撎�听(NYSE: 麻豆原创) today announced听that听early education provider听听has听implemented听听vaccination portlet听to achieve compliance with mandatory state-based COVID-19 vaccination requirements听and to offer reassurance and support to its network of听childcare workers, parents听and families.听

As a business听operating in the childcare sector,听Affinity听Education听understands the importance听of听helping employees听follow legal requirements around the COVID-19 vaccination.听Having implemented听human experience management solution,听听in 2013, and the employee self-service modules in 2017, adding the vaccination portlet was a seamless next step.听听

With the majority of employees using the 麻豆原创 SuccessFactors mobile app to add their vaccination certificates, uptake of the vaccine portlet was fast and straightforward. In just a couple of weeks, Affinity Education achieved 100听per cent听compliance with vaccination requirements in听NSW鈥檚听鈥楲GAs of concern鈥�.听听

Use of the portlet听was听also听rapid among Affinity Education鈥檚 Victorian employees. Seven in ten (70 per cent) workers across the state uploaded their vaccination certificates within two weeks of the portlet being made available. Affinity Education has听been able to achieve 100听per cent听compliance by each Public Health Directive due date.听听

鈥淲ith fast access to real-time vaccine tracking information,听we have peace of mind听that we鈥檙e compliant with legislation,听and that we鈥檙e doing all we can to provide our community of educators, workers, parents and families with as much support as possible during what can be quite听a听stressful听time,鈥� said Linda Carroll, Chief People Officer, Affinity Education.听听听

鈥淲hen we moved our HR system to 麻豆原创 SuccessFactors听several years ago, we immediately experienced听the听benefits听of听an听automated system freeing up staff to spend more time with children.听As a result, everyone from听the CEO to our educators are very comfortable with the 麻豆原创 SuccessFactors platform听and implementing the vaccination portlet听was听an听easy听way听to help employees manage their听health听information.鈥澨�听

Tailoring the 麻豆原创 SuccessFactors vaccine portlet to the needs of individual employees was another key benefit. For example, Affinity听Education听added each type of vaccine to the 鈥榩ick list鈥� option ahead of going live. This听enabled each employee to add their听respective vaccine to their profile听鈥� AstraZeneca, Pfizer听or听Moderna.听The organisation听also added an attachment field to the portlet so employees could easily upload their vaccine certificates to comply with public health orders.听听

Damien Bueno, President and Managing Director, 麻豆原创 Australia and New Zealand said:听鈥淎t a human level, providing Affinity Education with a听connected HR听platform means that we鈥檙e supporting a safe听transition back to听individuals place of work,听and听making it as seamless for employees as possible. At the same time,听we鈥檙e听helping听Affinity Education听manage听government vaccination requirements,听which is especially important in the childcare sector, and critical in building confidence among听the communities in which it operates.鈥澨�听

Affinity Education鈥檚 partner Deloitte was instrumental in configuring and enabling the vaccination portlet alongside the Affinity team, allowing a prompt response to the early education provider鈥檚 business needs.

鈥淧artnering for success has been critical to our business outcomes, and at Affinity Education we鈥檝e enjoyed a long-standing relationship with Deloitte. Deloitte are fundamental to supporting us with our initiatives such as the vaccinations portlet and also for our broader use of SuccessFactors鈥�, said Linda Carroll.

The rollout of 麻豆原创 SuccessFactors听Employee Central vaccine portlet听has enabled Affinity听Education听to achieve compliance with government听vaccine mandates and ensure a safe return to the workplace. Affinity Education is planning to add the听Onboarding听and听Recruiting听modules to its SuccessFactors platform to ensure consistency from hiring to onboarding and lighten the load on the HR team.听听听

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In today鈥檚 pandemic-led work environment, the onus is on employers to create a psychologically and physically safe environment where employee well-being is a top priority. Organisations navigating this 鈥榥ew normal鈥� are at the same time grappling with an evolved set of expectations from their workforce. Across many industries the readiness or need to return to an office is varied.

Data consistently shows more than 33% of employees don鈥檛 want to return to the office, another third do want to return, and the remaining third want a hybrid mix where they spend some time in the office and some at home.

The pandemic has made many workers rethink their careers and examine a different approach to work/life integration. Behind the mask of productivity is an exhausted, burnt out workforce still dealing with the social and emotional upheaval of the last 18 months. This environment is driving a wave of resignations in the US, and it鈥檚 likely the 鈥楪reat Resignation鈥� trend will impact Australia and the Pacific region too.

To retain and attract talent, organisations must change the way they approach mental health 鈥� looking beyond ad-hoc wellbeing initiatives to provide real practical tools and support. Adding another level of complexity for HR is implementing the many legal and compliance processes to protect employees鈥� health and wellbeing.

This can range from communicating a vaccine strategy to the implementation of updated safe workplace policies. For large organisations, establishing a system to manage vaccination status is crucial for employees to feel safe returning to the physical workplace. Prior to implementing any kind of management solution, it鈥檚 important to establish the right approaches and build around them.

Ensuring employees are informed about new vaccination verification policies and potential solutions will help to establish buy-in and reduce friction. Employees will feel more empowered to be involved and provide feedback if they feel like they have agency over the process.

Research by shows that organisations with clearer communication (including post COVID-19 working arrangements) are seeing increases in employee well-being and productivity. Workers who feel included in more detailed, relevant communication are nearly five times more likely to report increased productivity. While today鈥檚 complex HR and health hurdles are incredibly difficult to navigate, they can be successfully managed with technology.

enables organisations to remain compliant with mandates while supporting employee wellbeing and empowering them to be a part of the conversation. Designed to support a fast and safe return to the office, the Qualtrics Vaccination & Testing Manager automates confirmation of employees鈥� vaccination status, ongoing test results, and even screening for COVID-19 symptoms 鈥� all in one single platform.

Employers can access real-time dashboards that provide a confidential employee vaccination status, negative tests, exemptions, and more鈥攅nabling leaders to make informed decisions on how to return to work and what guidelines to implement.

Whatever your vaccine management solution, what COVID-19 has taught us is that changes happen fast and unexpectedly. Over the next few years, it鈥檚 highly likely that vaccination requirements, mandates, and even certifications will change 鈥� especially as the virus evolves.

A flexible solution with plug-and-play capability can help organisations and governments to respond at the speed required to keep pace with these changes. This moment is both a challenge and an opportunity for businesses to shift their organisational cultures towards greater empathy and mutual understanding.

Human experience management is truly at the forefront of where we are today in the workplace because employees expect more, and we need to deliver an incredible experience.

A culture of psychological safety is no longer a 鈥榥ice to have鈥�, it鈥檚 crucial in the post-pandemic workplace.

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A recent EY found that nine out of ten respondents worldwide, including workers from ANZ, wanted flexibility in their working hours and location. Fifty-four percent of employees were prepared to quit if they weren鈥檛 offered some form of flexibility. According to Thomas Barlow, head of 麻豆原创 Fieldglass Centre of Excellence, Australia and New Zealand, the talent challenge is acute when it comes to tech employees.

鈥淭echnology permeates every part of an organisation, requiring people with new skills in areas like data science, AI, machine learning, blockchain, robotics, and IoT. Organisations need to build a global workforce that meets digitalised business demands,鈥� said Barlow. 鈥淲orkers with specialised expertise typically operate in a highly flexible, agile way. They鈥檙e likelier to be more mobile, in charge of managing their own learning experiences and careers. They also may not be located nearby.鈥�

Complete talent pool data creates business resilience

The latest data from the revealed how pandemic lockdowns have accelerated the skills shortage. reported one in four Australian businesses were struggling to find suitable staff to fill job vacancies. In a recent Covid Resilience Ranking from , Australia dropped 21 points compared to over 50 other major economies worldwide. To meet this workforce challenge, leaders are turning to connected data.

鈥淎s companies build more flexible, cross-border workforces, they need full transparency of all employees, including permanent and external workers,鈥� said Barlow. 鈥淲ith complete workforce data, companies are better prepared to identify and deploy the right people with the right skills to support growth forecasts, or pivot quickly in case of unexpected disruptions like the pandemic.鈥�

AI-based talent pools like have emerged to help organizations quickly match open positions with pre-qualified candidates from the global external labor pool. Integrated with and available on the , WillHire curates emerging talent who have the niche skills that support digital transformation.

Global people strategy is core to business execution

Historical talent strategies distinguished between permanent full-time employees and external workers who were typically hired to pitch in as a short-term business fix. With the advent of global marketplaces, talent strategies have transformed to flex with changing business demands.

鈥淐ompanies need to embrace fluidity, looking at talent from the perspective of business results, as opposed to permanent versus contract workers,鈥� said Marc Havercroft, global chief customer officer at . 鈥淔or example, organizations using 麻豆原创 SuccessFactors and 麻豆原创 Fieldglass can easily see how many people work for the company irrespective of an end date on their contract. Data reveals where people are, what skills they have, and their work quality over time. Organisations can quickly identify gaps and find the additional specialists with the latest skills anywhere in the world.鈥�

One 麻豆原创 customer, an established ANZ-based financial services organization, needed to digitally transform to attract the next generation of customers. Using both 麻豆原创 SuccessFactors and 麻豆原创 Fieldglass, leaders sourced external tech experts to build digital services, pairing them with existing employees who shared their business knowledge while gaining new skills.

At the other end of the spectrum, a native digital banking start-up in ANZ relied on both 麻豆原创 solutions to guide talent investments in business specialists with go-to-market and customer upselling and engagement capabilities. These experts rounded out the existing team鈥檚 tech-centric skills.

Employee experience attracts global talent pool

The same EY study found that worldwide, 72 percent of respondents believed remotely working would likely have a negative impact on their career opportunities. That percentage was higher (82 percent) among employees in Asia-Pacific. With greater visibility across the entire workforce, companies can create a strong employee experience in a hybrid 鈥榳ork from anywhere鈥� world.

鈥淔ull transparency into an organisation鈥檚 workforce capabilities and recruitment needs allows leaders to adopt a continuous learning culture with benefits to the business and employees,鈥� said Havercroft. 鈥淧eople want to learn, making their work enjoyable and career secure. They want to be valued globally for their skills and knowledge, which is probably the biggest benefit of a global talent marketplace.鈥�

Business resiliency demands new talent management strategies to match recruitment programs with forecasted growth opportunities, factoring in skills and roles that might not exist yet, but are surely on the horizon. For example, 麻豆原创鈥檚 recent acquisition of SwoopTalent鈥檚 IP, an AI-based talent data platform, will allow companies to explore 鈥榳hat if鈥� scenarios, combining real-world total workforce data to improve ROI on talent investments and other decisions as businesses evolve. Massive growth from digitalisation is all well and good. Just make sure you have the business and tech experts on hand to power it.

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