THE FIJI EXPERIENCE. US Online Company Offers new employees a sum of money to leave after one week...
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Transcript of THE FIJI EXPERIENCE. US Online Company Offers new employees a sum of money to leave after one week...
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HR IN PRACTICE
THE FIJI EXPERIENCE
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ZAPPOS US Online Company Offers new employees a sum of money to leave after one week
Testing their Commitment to the company
Would this work in Fiji????
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WHAT’S OUT THERE? Gen X vs Millenials vs Gen I Adverse Impact Aging Workforce Worklife Balance Emotional Intelligence Employment Branding Balanced Scorecard Blended Workforce Corporate Social Responsibility Human Capital Management
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WHAT’S OUT THERE? Horizontal Integration Intangible Rewards Knowledge Management Offshoring 360 degree appraisals Talent Management Transformational Leadership
VIRTUAL HR
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HOW DO WE KNOW WHAT WILL WORK?
We Don’t Trial and Error Experience A strong network of HR contacts
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SOME USEFUL HR PRACTICES
5 current HR practices that I think would work well in Fiji:
ONBOARDING SUSTAINABLE EMPLOYEE ENGAGEMENT
TALENT MANAGEMENT RECOGNITION AND REWARDS EMPLOYER BRANDING
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ONBOARDING More than just Orientation Mechanism through which employees
acquire the knowledge, skill and behaviours to become effective organisation members
Research shows that socialisation techniques used in onboarding lead to positive outcomes – higher job satisfaction, better job performance, higher retention levels.
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ONBOARDING – THE FIJI EXPERIENCE
Some larger multi-nationals have this in place
Most companies do some kind of orientation, as it is generally accepted that new employees need to learn the rules and policies of the company when they start
Not a lot of information available to convince companies to invest a lot of effort and resources in lengthy onboarding processes
Shangri-La Onboarding is themed: Phase 1 - Discover Phase 2 - Explore Phase 3 - Care
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SUSTAINABLE EMPLOYEE ENGAGEMENT
Movement away from Employee Satisfaction to Employee Engagement
Growing evidence that validates the quantifiable relationship between engagement and performance
Engaged employees outperform their Non-engaged counterparts
Towers Watson –Sustainable Employee Engagement i.e. Employee must be: Engaged Enabled Energised
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SUSTAINABLE EMPLOYEE ENGAGEMENT – FIJI EXPERIENCE Most of the smaller, local companies do not
have the resources to formally measure employee engagement
Not too difficult to do as there are now lots of online tools around e.g. surveymonkey.com
Influencing employee engagement is not difficult – needs to be a change of mindset in regards to some things that are traditionally seen as “costs”
HR should be able to measure overall improvements e.g. Fewer customer complaints, lower staff turnover, etc.
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TALENT MANAGEMENT An organisation’s commitment to recruit,
retain and develop the most talented and superior employees available in the job market
An important business strategy Scarcity of skills, generational changes and
increased global mobility of the workforce Flows from the organisation’s mission,
vision, values and goals An effective talent management system
helps crucial employees feel as if they are part of something bigger than their current job.
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TALENT MANAGEMENT IN FIJI
Fully integrated computerised system not required but appropriate HR systems clearly need to be developed and in place
Goal of talent management is a highly performing workforce and some companies may need to make some changes to their current HR practices to achieve this
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RECOGNITION & REWARDS
Increased morale and positive workplace attitudes
Well designed reward programmes can be used to improve performance in specifically identified areas that the company wishes to focus on
Shangri-La rewards programme designed around the specific behaviours that make up its customer service standards
Incentives work well as long as they are designed to achieve specific goals
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EMPLOYER BRANDING A recruiting strategy that positions a
company in an attractive way and brings it to the top of the minds of potential employees
A focussed corporate message that speaks to current and potential employees and conveys the company’s culture and identity in a truthful and compelling manner
A long term vision – encompasses values, systems, policies and behaviours which define what employers expect of their employees and vice versa
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EMPLOYER BRANDING – HR BRANDING
As HR practitioners, some important questions we should be asking ourselves are:
Do you know what your HR dept’s reputation is among the employees?
Do employees understand and appreciate the importance of the HR dept in furthering the organisation’s mission and objectives?
Does the HR dept make and effort to market its services to the organisation?
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CONTINUOUSLY IMPROVE. KEEP ON KEEPING ON.