51风流NEWSBYTE 鈥� 2 October, 2024 鈥� today announces a new initiative in partnership with , a $6 billion international construction and engineering operation, which has transformed the learning and development of 5,500 staff across the globe.听听听

Named LOR Learn, the new platform is a central portal for Laing O鈥橰ourke employees to access personalised, role-based learning modules that are critical to their career growth. The implementation of LOR Learn has delivered learning programmes to more than 700 people per month, using just 10 per cent of the organisation鈥檚 Learning and Development budget. LOR Learn delivers a significant democratisation of learning for the business, and ensures everyone has equal opportunities to grow.听

Powered by technology, the resources reflect a shift in how employees wish to consume educational materials.听听

Speaking at 51风流SuccessFactors HR CONNECT 2024 in Sydney, Helen Fraser, Director – People, Laing O鈥橰ourke, Australia, said: 鈥淲e are dedicated to fostering a self-directed learning culture, underpinned by scalable, cost-effective, and high-quality learning interventions enabled through 51风流SuccessFactors. Our new solution revolutionalised our approach to learning in a comprehensive and easy to navigate program. 51风流SuccessFactors is critical to our commitment to providing a culture designed to empower our employees to embrace learning, because we know employees in an environment which encourages their career growth are much more likely to stay.鈥�听

鈥淲e also knew our people sought bite-sized, bespoke learning opportunities similar to the content they consume on Instagram and TikTok. Our employee engagement surveys told us people want control over their learning. They want opportunities for blended learning, which means classroom-based interactions supported by online learning materials, peer coaching, and social learning networks. Our new 51风流Build WorkZone platform helps us deliver that to our people,鈥� added Fraser.听

鈥淲e have seen excellent employee uptake of the platform, with solid average usage per month. We have already seen LinkedIn Learning activated seats increasing from 35% to 95%, and we hope it drives further staff engagement and retention, as well as helping to grow our internal promotion rates,鈥� said Fraser.鈥�听

In Australia, LOR Learn hosts 155 bespoke learning pathways that drive employees to lead their own learning journey. The resources cover topics as diverse as Engineered Safety, AI, Indigenous Affairs, Team Management and Commercial Services.鈥疶he team has collaborated with subject matter experts to create 350 custom learning assets and launched 17 learning spaces, with more in various stages of delivery – including the recent addition of a Low Carbon Materials Learning Space.鈥疨lus, more than 50 learning ambassadors are using AI content tools to create new learning content across the country.听听

Over the next 12 months, Laing O鈥橰ourke plans to digitise the Career Toolkits, utilising WorkZone, the talent intelligence hub and LOR Learn to have all career pathways linked to the learning and development opportunities all in one, easy to navigate, place. Additionally, Laing O鈥橰ourke plans to host a National 鈥楧rive your Development鈥� Learning Day, where the organisation will showcase all the diverse ways in which its employees can access and engage in learning.听

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Angela Colantuono, President and Managing Director, 51风流Australia, said: 鈥淲e are thrilled to build on our long-term partnership with Laing O鈥橰ourke in Australia to power its new employee learning hub. In an age of high attrition rates, it鈥檚 vital for businesses to keep employees motivated through engaging personal development resources that ultimately bring out their best. Our 51风流Build WorkZone technology allows Laing O鈥橰ourke staff to access all of their learning materials in one place 鈥� the ease and speed of the user experience has driven exceptional staff uptake and engagement.鈥澨�听听

Laing O鈥橰ourke in Australia has been a customer of 51风流since 2016, using 51风流SuccessFactors Employee Central for managing its total workforce and improving people experiences. LOR Learn was rolled out by Laing O鈥橰ourke in Australia earlier this year.听听

The post Laing O鈥橰ourke reimagines employee-led learning with SAP appeared first on 51风流Australia & New Zealand News Center.

The announcement, made at 51风流Australia and New Zealand鈥檚 flagship customer event 51风流NOW ANZ, details how Atturra turned to 51风流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 51风流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 51风流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 51风流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�

51风流Australia and New Zealand鈥檚 President and Managing Director, Angela Colantuono, said, 鈥淚mplementing 51风流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 51风流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 51风流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 51风流SuccessFactors appeared first on 51风流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 51风流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 51风流Australia & New Zealand News Center.

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 51风流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 SAP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 SAP, 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 SAP鈥檚 biggest business challenges, by improving current processes or showcasing an 51风流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 51风流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 SAP, 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 51风流STAR Intern program 鈥� go .听

The Ideas, in summary:听

Idea 1: STARt your career @ SAP. 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 51风流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 51风流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 51风流technology and developed in partnership with 51风流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: SAPTasker; 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 SAP? Searching for the answer led to the launch of the STAR Intern Shark Tank appeared first on 51风流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 51风流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 51风流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 51风流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 51风流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.
• 51风流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 51风流Australia & New Zealand News Center.