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The silly season has begun!! The sun is out, spirits are up, the beach is calling, Xmas shopping is underway and you and your team will be starting to look forward to the Xmas party, which is just around the corner.

But beware. While this may be the most exciting time of year for most of us, it can also be a time of increased risk for your business.

The combination of improved moods, relaxing of attitudes, casual summer dressing and, usually, an increase in alcohol intake provides the perfect environment for an increase of incidents of sexual harassment and the risk of workplace injuries.

Many employers do not realise the same responsibilities they have to their team in the workplace extends to any functions or gatherings they organise. Exactly the same as you would on a day to day basis, it is your duty to take reasonable steps to protect your staff at your Xmas party,

One of the most difficult return to work cases we ever were involved in involved a fall at a Xmas party caused by a tiddly person climbing on an unstable table. While, in hindsight, grateful it ended the strip tease she was about to do, the employee in question suffered long term injury repercussions from the accident, which was deemed a workplace accident and resulted from a failure of the business in question to take all practical steps to keep its employee safe.

So without being a killjoy, what should you do to keep your team safe at the Xmas party, and still ensure they have a good time?

Firstly, consider the risks involved. Make sure the venue has a sound H & S policy and they have identified and minimised all potential hazards. Secondly, consider how you will handle alcohol consumption, whether you need to have guidelines in place, or someone designated to keep an eye on staff who look like they might over indulge. Lastly, think about how your team will get home. Xmas is notoriously a bad time to get a taxi, and in any event some of the team may not be able to afford a taxi. Take those decisions out of their hands. Organise some taxi chits with a specific taxi Company. This will help minimise both your risk and the likelihood that inebriated staff members will drive away in their cars or make unsafe choices after the event.

The number of sexual harassment cases reported also jumps considerably during December. Together with a relaxing of dress code and a loosening of ties often comes a relaxing of behaviour standards. Compounded by alcohol, some team members may gain some extra confidence and fail to understand when their attentions are unwanted.

We suggest that before your party you ensure you have a sound policy in place to address this, and that your team know what steps to take and who to talk to if they are made to feel uncomfortable. Statistics show that nearly two thirds of woman have encountered some kind of sexual harassment in the workplace (and some men as well), and I’m sure, as the leader in your business, you will want to ensure the woman you employ are safe at all times.

With all these risks and pitfalls, we hope none of you are thinking “Is it worth it?” Of course it is! Xmas parties are fun, they are a great way to reward your staff for their hard work, boost morale and encourage team building.

So relax, kick up your heels, and lead the festivities from the front. Just make sure before you do you take a few simple precautions to ensure everyone enjoys the party and it ends well for all involved. If you feel the need to put in place appropriate policies to safeguard you and your team, give a us a quick call and we will give you a hand . Let’s make it a Merry Xmas for all!

The recruitment decisions made by an SME are often far more critical than those made by a larger organisation, and every new hire, no matter what role, can have a major impact on the Company’s overall success. Having one unproductive team member amongst 500 will usually make little difference to the Company’s bottom line, but having one person who is underperforming in a team of 20 can negatively impact on team morale, overall productivity, and cause huge disruption in your business.

Despite this we are often asked by SMEs how they can be expected to compete for talented staff, who are being offered extensive training and development, career opportunities and all the flash bells and whistles bigger businesses can afford. The answer to this lies in understanding the strengths and advantages of working for an SME and clearly communicating this to your candidates. Your offer is different, yet far more appealing to the right candidate, with the right attitude and temperament for your business.

So what is your SME hiring advantage?

1. Access to the senior decision maker. How many people actually get to speak to the CEO of Telecom? And even if they did how many would know what to say? In an SME employees have the opportunity to speak directly to the top person on a daily basis. This means their contribution has real meaning to the business, and they usually have a better understanding of the vision and purpose of the company. They are closer to the key decision makers and are better able to influence the results. This can be a big attraction for potential employees.
2. The opportunity to work with all parts of the business. I recently rang a large Government agency with two questions, and although one was answered quickly, they told me I had to call back for the second as that was handled by a different department…on a different floor…and the department I was speaking to didn’t know anyone on any other floors. Sound familiar? It may be only a lift ride away but for many companies other departments are like completely separate businesses. Not in an SME. If you have a question or need help from finance, it’s simple, get up, walk 10 steps and ask your accountant. How great is that?
3. Variety. I love HR, but some days I could do with a little more variety than what is in front of me. I want something new and different, and to be involved in something that gives me a bit of a mind break. That never happens in a large business. Can you imagine an HR Manager answering customer phone calls, or a marketing assistant packing parcels in the warehouse? For staff who love learning different skills, inter-acting with different people and experiencing new things SMEs are the place to be. Some days you are busy and it’s all hands on deck in one area, some days you may be short staffed and everyone pitches in somewhere else. Staff who enjoy variety will love this challenge within an SME and enjoy the chance to be involved in the full scope of what the business does, and be free from the constraints of a silo.
4. On the job learning. You may not be able to afford the flash week long courses in some big hotel, but when you stop to think about it, how much do the staff actually get out of them? I often see people walk away with one or two good ideas, and forget the rest, often at a cost of thousands to the organisation. Not in an SME. In your business they can absorb the skills they need directly from the subject expert as they need them and in a manner which directly relates to their role. Need to know about sales? Ask the sales guy who can explain how and why things work with real business examples. This is far more useful than a theoretical input only, and is far more likely to be remembered.
5. Open communication. It is hard to hide things in a small office, and equally as hard to hide how you feel about decisions and other people’s re-actions to them. This transparency fosters an environment of open communication, where team members know where they stand and are comfortable sharing opinions.
6. Teamwork. Teamwork in a larger organisation means working with the people sitting next to you. Team work in an SME means working with everyone. This camaraderie creates a sense of family in the organisation and this is usually highly appealing for candidates. In an SME team members grow to know each other on a deeper level, which creates security, trust and a more enjoyable work environment.
7. Comfortable work environment. Not everyone wants to wear a suit to work. In fact surprisingly few people do. For the right candidate being comfortable and casual is highly appealing, as they are able to focus on results, not their appearance. This won’t appeal to everyone, but a more relaxed dress code where staff can kick off their shoes and get down to work can be a big hook for some candidates.
8. A real chance to innovate and try new things. Most organisations talk about innovation and herald this as a core value. Unfortunately in many organisations what this actually means is that the executive team has new ideas which everyone else puts into practice. Not in an SME. You have to rely on the team members at the coal face coming up with the ideas to improve their part of the business so you can be competitive. So innovation isn’t just a slogan on the wall, it is a real everyday part of the job.
9. Fast decision making. How frustrating is it when you have to wait months for things to go up one side on the management chain and then down the other, and then wait for the result to come back through the same channels? What can seem like a very straightforward question or idea can take months to be decided upon, often after the opportunity has long passed. Not in an SME. Have a question, ask it, answer it, do it – love it!!
10. Flexibility and the ability to change. Finally had your idea approved in a big business? That’s just the first step, now it needs to get implemented. And so the process starts again, proposal up the chain, down the chain, changes up the chain, down the chain, change plan up the chain, down the chain….you get the picture. Not in an SME – what needs to change, how can we do it, can we do it tomorrow?

Now that you know what your recruitment advantages are, the trick is to use this to sell your role, and to recruit people who really do see these points as advantages and make sure you have the right “culture fit”. Candidates who have spent years in corporate environments, who value structure and processes, and think new ideas need a 10 page proposal to accompany it won’t fit with your business. Team members who are quick thinking, adaptable to change, empathetic to those around them, and value teamwork and trust will fit perfectly, and prefer you to any of the flash bells and whistles a big business can offer.

It’s that time of year again. The second annual performance appraisals are due and time is running out. Just a mention of the words “performance appraisal” can start stress levels rising. Staff become apprehensive, managers become far too busy to complete them, and the champion campaigning to have them done begin their thankless task in earnest. If this paints a picture of what happens in your business, then it is easy to see why many people find it difficult to see their benefits.

But, it doesn’t have to be this way and, in fact, a well implemented process and robust conversation will bring numerous benefits to your business. Staff will be more engaged, more motivated, more productive, have a stronger focus on the right outcomes, and relationships between managers and their teams will improve.

So how do you change the mind-set and implementation of your appraisal system to make sure you reap the rewards these discussions can bring? Here is a starter-pack to set you on the right track:

1. Firstly, call them something else. The term performance appraisal is traditionally not something which makes people jump for joy. What about “Performance and development plan” or ‘Achievement discussion” or simply ”Performance Catch-Up”? Think about a term that you believe your staff will find positive and real.
2. Prepare, prepare, prepare. Make notes throughout the year of key conversations held and of occasions when your team have excelled. Spend time reviewing these, as well as any meeting notes, KPI records and anything else which is applicable. Have specific examples to refer to during the discussion and have a clear picture of how think the team member is going, and why.
3. Make the conversations two-way. Your team should have a copy of the appraisal document, and should do the same preparation you do. Encourage them to spend time considering their own performance and during the discussion ask many questions so you can understand their own perceptions of their performance. Always try and let them give their assessments first before you do, and give them plenty of time to think and answer. Having their participation will increase their buy in and commitment to the discussion, as well as to any future goals you set.
4. Have the discussions more than once a year. Appraisal discussions can be pretty heavy when you are trying to review a whole years performance. Try doing them 6 monthly . You will find the discussions are shorter, easier, and both managers and staff become better at them as they have more practice. It also makes goals and actions more relevant.
5. Open up the discussion to include what is important to the employee. Try asking your employee to come prepared to discuss what they want to get out of their role, what extra support and help they would like, and what they would change in their role to improve their performance. Putting the focus on the team member can improve the conversation and help you really get to the heart of any performance issues or barriers they may be facing.
6. Listen. Don’t need to say more than this.
7. Be constructive and honest. If you are unhappy with a team member’s performance they will probably have sensed it. Your demeanour and the way you deal with them most probably will have given you away. This is a great opportunity to talk your concerns through with them. Managers are often scared to bring up the tough stuff. Yet if you don’t it undermines the trust they have in you. By acting one way and saying something else your team doesn’t know where they stand, don’t know the expectations you have of them and don’t know what to improve, so you don’t do them or your company any favours by choosing not to cover the tough stuff in the conversation.
8. Give your team the respect they deserve. These discussions are very personal. Your team tries hard and often their work outcomes are tied closely to how they feel about their own personal worth, so remember this when you rush it through in half an hour, or re-schedule the appointments. You are actually saying all the effort you have put in is only worth 30 minutes of my time, or isn’t as important as me getting a report completed. Is that the message you want to send?
9. Be positive about the process. If you drag your heels and complain about having to get the appraisals done, how do you think your team will feel about the discussion? If you are excited, positive, and lead by example with the attitude you want your team to exhibit, your team’s approach to the discussion will change and you will see a far better outcome because of it.
10. Follow up. If issues have been identified, stay with them until they are resolved.

Performance appraisals are worthwhile, they do have benefits, and they can be an enjoyable and motivating discussion. But it won’t happen purely by you and your team turning up and ticking the boxes. Like anything worthwhile, it takes effort, it takes preparation and it takes thought.

We challenge you to start by reviewing this list and assessing your current practices against it. What can you change? What can you do better and what attitude will you approach appraisals with in the future? Write these down, make a plan, commit to it and get started.

Remember appraisals are only part of the systems needed to communicate effectively with your team and get outstanding performance – but they are a great place to start. Good luck with your improvements. We know it will make a positive difference for you, your busin

All of us can look around the office and identify the team members who are high performers and those who plod along doing enough to get by, and not much more. Imagine looking around the office and seeing a different picture, one where everyone is motivated, achieving well above their goals, and highly productive. Better yet, imagine the difference this would make to your bottom line.

Building high performers can seem a challenging task, but the good news is that by implementing a few simple strategies you can improve the performance of your whole team, and reap the rewards.

Strategy 1 – Communicate your vision

Staff like to feel part of a bigger picture and understand what they are working towards. By understanding the Company’s vision and goals, they will be more motivated and better placed to help you achieve this. Regular communication on your progress towards these goals helps to keep them enthused and understand what difference their contribution makes.

Strategy 2 – Put aside time for your people

In today’s busy environment staff can often feel overlooked or feel that their contribution isn’t important to the overall business. This can lead to a decrease in motivation and less care taken in their role. By putting aside regular time to spend with your team, answering questions, providing guidance, feedback and encouragement and talking about their work they will feel valued and important, and improve their efforts towards achieving your business goals.

Strategy 3 -Encourage questions and ideas

Your staff are in the front line in dealing with customers and products so are in the best place to know how to improve processes and make changes to improve the way you do business. If you encourage them to ask questions, understand how things work and make them feel comfortable to offer suggestions and ideas you will be pleasantly surprised with the improvements you see.

Strategy 4 – Ask for feedback and reduce barriers

Have you ever stopped to ask your team what they need to help them perform? By taking the time to understand the pressures or barriers they may be facing, you can help them eliminate these barriers, and create an environment where they are set up for success.

Strategy 5 -Help them look to the future

It’s easy for team members to become reactive and respond to whatever is in front of them on any given day. Be teaching them to think about the future for themselves, your customers and the business, you can help them to become proactive and make the right decisions for tomorrow for your Company and themselves.

Strategy 6 – Say thank you

It is true in all aspects of life that people like to be appreciated, and the workplace is no different. Staff want to feel valued and appreciated, and that their hard work is noticed and makes a difference to the business. A simple thank you is an often overlooked, yet powerful management tool. Try to find at least one thing each day in your business to say thank you for .Your staff will appreciate it and work harder in the future, and it will make everyone feel good.

Take action

1. Make a time to sit with each of your team members, share your vision for the Company, answer their questions, ask for their ideas, and what they need from you to help them perform
2. Make notes, allow them to try their new ideas and solve any problems they have
3. Make a time to follow up, review exchanges, and say thank you for their efforts

When did you last talk “big picture” with your team? Do you do it regularly? How often do you sit with each team member to catch up? Do you postpone these meetings because you are too busy? What suggestions have we recently implemented that came from the team? Do you know what their concerns and issues are? Do you know what the future ambitions of every team member are?

And…When did you last say thank you for a job well done?

Our experience tells us that almost everyone who honestly asks themselves these questions will find something they could do better. Your people are your most important asset. Without them and their commitment your business would be in trouble. It makes sense to value them and take the time to make sure you are doing everything you can to provide the leadership they need to succeed.

Is your Company reputation being “twittered” away??

Communication is one of the fundamentals of business and with new ways of communicating being launched all the time and without some guidance from employers it is difficult to ensure your staff know what is appropriate.

In the days before the internet the saying was that “a happy person will tell 1 person about their experience, an unhappy one 8-16 people”. These days a happy person will still only tell one person but an unhappy one can complain to the world via the web. An unhappy employee who has had a bad day, or a run in with a customer or a colleague or supervisor at work can go home, jump on the internet or their phone and publicise their woes to the world A company relies on their reputation and a rant from an unhappy staff member can do just as much, if not more, damage as an unhappy customer.

The nature of communication has changed, and will continue changing at pace as technology continues to dominate the way we interact, both socially and in the workplace. With these changes comes a whole raft of new challenges, as traditional methods of communication, where you can judge meanings from tone, body language and the subtle nuances of speech, change to interpreting the meaning behind emails, and learning to read between the lines of the written word or decipher a message in text language.

As an HR professional it amazes me how many Facebook friend requests I get from staff I work with, and again it amazes me how often they have no filter on what they post. More than once I have been amused at the picture of baking from the staff working from home, who wanted “uninterrupted time to make real progress on an issue”, or I have been worried at the post from someone who “hates their boss today” when I know they are both sitting about 6 feet away from me and are talking politely. (Yes, that comment outs me. I have been known to check my Facebook page at the office.)

The Department of Labour first began warning employers about the dangers of social media in a press release in 2011, where they cited several cases which had come before the Employment Relations Authority (http://www.dol.govt.nz/er/services/law/case/themes/2011-10-social-media.asp). 

But it seems few employers have listened and acted to educate staff around these risks, and even fewer employees have heeded their words, as the number of complaints the authority hears concerning social media grows.

And emails…..haven’t we all heard of the perils of wrong email addresses as we see ACC, EQC and CYF’s all take the top story on the 6pm news due to easy email errors. I’d like to bet that in today’s world of constant technology there aren’t many people who haven’t sent a text or email to the wrong person. I’d also bet that most people have sent off a quick reply to a text or email, and then realised they had a typo…or changed their mind about the content which may have been sent in the heat of the moment and on reflection may not have been the smartest email to send . We can all just be glad our mistakes didn’t make headline news, otherwise these minor errors may not seem so small.

With the constant stream of information we are easily able to disseminate or receive in various online forms at almost any given time, this changes the way we do business, and has consequences for the way that we must manage our teams. Information which is confidential, inaccurate or damaging to your business can easily end up in the wrong hands, or on some website for the world to see, which is then impossible to take down. The long term impact this can have on the credibility of your Company and its reputation in the market means that this is quickly becoming a real issue which every business must address.

So what to do about this? A policy helps set up the standards and expectations, and is an essential tool in managing e-communication. However, policies that ban social media or stringently manage email content have limited benefit, and can also can inhibit innovation and empowerment, as staff feel they are not trusted with information.

The way forward to protect your Company and also harness the positive power these mediums can bring is to educate your team members as to the potential pitfalls of online communication, and make sure they understand the associated risks.

E–Solutions

We suggest:

1. Having a clear online communication policy which is supported by a training session as part of staff induction. Understanding why things are in place, and what the repercussions are of potential actions will increase the chances of your team doing the right thing when communicating online

2. Educate your team to turn off their auto populate function in the email address bar. In this way staff can be doubly sure emails go where they are supposed to

3. Encourage the team to use social media to promote the business. If they all “like” the Company page and share your updates with their friends it is good for marketing, and helps to ensure the right messages are being shared

4. Ask your team to only respond to emails from their desktop (or laptop) computer. If it’s urgent people will call, so emails don’t need to be responded to overnight or during the weekend. This minimises the chance of mistakes, and helps with the stress levels as team members get to enjoy their rest times properly

5. Provide guidelines on the correct language to be used in each communication medium. Text language is becoming the norm so understanding what is appropriate for emails, proposals and other forms of written communication, and why, is important. This will be new to some of your team

6. Encourage face to face communication where possible. Conversation may be a dying art but it still provides an effective method for making decisions and solving problems. So if you see your team emailing across the office encourage them to get up and go and talk through their questions instead.

7. Finally, make sure all your team are confident using online communication tools and embrace it. Utilising good online communication channels can be more efficient for your business, encourage information sharing and bring the team together. Ask for ideas, you never know what improvements you could see.

The way we do business is changing, and so too are the communications challenges facing our teams. We believe it is worth taking the time to assess what you do in this space and make sure you do it correctly, so that you don’t get left behind…or caught short… because if you do, it could be you in the newspaper or on Facebook.

Despite being only the end of March, the fantastic Xmas break seems a lifetime ago for most of us – and the relaxed, invigorated feeling we started the year with has quickly become replaced by the stress over deadlines, worry about targets and the constant nagging feeling that you have something else to complete which comes hand-in-hand with a huge work load.

Thank goodness Easter is upon us, and we have a 4 day chance to reenergise ourselves to be productive and effective through the winter months.

To make sure you and your teams get the full benefit from this mini break here are a few tips to help you out:

• 1.Turn off your cell phone if you can – or turn it to call only. If it’s urgent you will be called, emails can wait until Tuesday to be answered.
• 2.Don’t overfill your days – it’s tempting to try and get out of town, catch up with friends, see the family, enjoy a night out etc etc. With 4 days it’s easy to plan so much you end up exhausted on Monday night, feeling you need another holiday to recover. Identify what’s important to you and leave lots of room for relaxation and rest.
• 3.Remember what Easter is all about – this doesn’t mean going to church (although you can), this means to remember Easter is about celebrating what someone else gave up for us. Try doing something nice for someone else, be it a family member, friend or stranger. You will be amazed at how good it makes you feel.
• 4.Do at least one thing just for you – it may be starting a book you have been meaning to read, enjoying your favourite tipple or a game of your favourite sport. Do it just for you, because you want to, and enjoy every moment.
• 5.Don’t feel guilty about not checking on, or doing some work. Having a relaxed, refreshed you will provide a far greater contribution to your business than an hour here or there over the holiday period.
• 6.Make the most of the last piece of summer – soon enough we will be into the cold days and long nights and you will be sorry you didn’t make the most of the sun while it was here. The vitamin D from sunlight helps to increase energy and your overall well -being, so think of a picnic or BBQ like your own free wellness program (just remember to slip slop slap wrap.)

We hope you manage to take a few of our tips and use them to make sure you have a fabulous Easter break. We look forward to hearing from you with a whole lot of invigorated, healthy and rested people in April.

Happy Easter from the team at Positive People.

As a business owner or senior manager wouldn’t it be just great if people would do what you wanted? Surely this is easy? You are in charge and have all the power and so you should be able to get them to follow your instructions and then voila, all is solved.

Yeah right!….. If that was the reality then there wouldn’t be the need for many managers. Probably just one, you, who called the shots and everyone else scurried around trying so hard to please.

No, I am afraid that is all pure fantasy dreamed up after a week spent on holiday enjoying this beautiful weather away from the realities of the day to day machinations of a normal workplace.

How it really works is that the people in your business are all pretty smart, have opinions, have many years of experience across all functions and think they are right most of the time. And often they are. Amongst this set of clever people are all the different personalities that make for the odd game of Russian roulette or power plays from time to time, often when the pressure in the business is on and calm heads are needed by all. Throw in the spice of diverse cultures, different languages and sometimes diverging attitudes, and you have a right royal recipe for a very interesting day, every day.

So, I hear you asking, with the scene now set, “How do I, as the manager of all this mayhem, move these people along so that I can achieve business success?” Really, the question should be “How do I motivate people to move together towards a common goal?”

This is a simple question that has vexed even the greatest of thinkers.

I would bet that from time to time, as you reflect on your team members, that you identify with the old Yorkshire saying “There’s nowt so queer as folk”. If this is indeed true, then it takes a special person to lead them because to be successful you have to have a pretty good understanding of what makes people tick. If you want to motivate your team you need to be thinking about them as both a group and as special unique individuals. So, that is covered.

The most important thing to know, however, is that you cannot motivate anyone. Yes, you cannot motivate anyone! Before you all pack up on me here, let me explain. Firstly, every person is entirely responsible for their own motivation. What you can do, and this is really a huge part of your remit, is to spend a lot of time, energy and resources creating the environment where all these diverse people come together and actually want to do things in your organisation. If you can achieve this, then you will have committers as opposed to compliers and your business will start to flourish. Imagine having set the environment up so that people really really wanted to do stuff for the business? Once you get into this zone, suddenly things get a little easier because people in the business feel part of it and will look after it and defend it for you. They are finally on your side!

Is this easy to achieve? No. Is it possible? Very definitely. Each organisation has its own buzz and feel and the trick is to tune into a natural synergy with what is real for your business and develop and grow the culture, creating an environment that stimulates and motivates people. Yes, it is all about the environment. That is the way to get the motivation high.

Complex stuff but quite doable. It is the only true way to lasting business success.

Have a chat to us. Anytime. We’d love to talk.

While recruiting an HR Manager recently, two of the core questions I used were “What is your definition of HR?”, and “What is the key goal of the HR function?” What was supposed to be a basic question designed to warm up the candidate and glean some information about their philosophies quickly became one of the most important questions I asked. I was struck by the range of answers I received, and the fact that no two candidates shared similar views on the subjects, despite sharing similar qualifications and levels of experience.

I was equally struck by this question when, as part of creating our website, I learned that the most searched term in relation to HR is “What is HR?” Here was I expecting to be enlightened as to what New Zealander’s are looking for from HR; is it performance management systems, recruitment services or employment relations advice, but no, what they really want to know is what we actually do!! And is it in any wonder when there are so many strings to the HR practitioner’s bow? Upon reflection, however, these differences and the answers were crucial in the recruitment decision and have proved equally valuable to consultants in finding businesses who align with our thinking, and where we can really add value.

In my discussion with HR professionals three trends emerged;

1. The first type of HR candidate described HR in terms of compliance and focused heavily on managing risk and employment relations

2. The second saw the role as employee support, a voice for employees and spoke about engagement and employee driven initiatives

3. The last group of candidates viewed HR as supporting business goals and described productivity increases and contributions to business metrics

Gaining value from these insights is in having the discussions with senior management and establishing what they expect from HR, and what they believe is the key goal of a function. If the expectations of the businesses leaders don’t align with the HR professional/consultants it’s an uphill battle for the function to be successful and gain the respect it deserves. If the thinking is similar then HR is sure to be a respected and valued partner in the business and the relationship will flourish.

Our lesson from this is to be clear on our philosophy, and what we believe we stand for as a consultancy. We have also learnt to have these conversations with the businesses we work with, and in some cases to walk away when we can see our goals will never align. It’s also a question we recommend all businesses ask when dealing with an HR professional. Ask your current HR team, your consultants, or ask us “What is HR?”. It is an important conversation and one we are happy to have.

Read any article or magazine these days and you will find that flexible working options are top of employees’ list of “must haves” in any roles they consider. Most employers have implemented some kind of flexible work policy, with flexitime and work from home options becoming more and more popular. In fact, in a number of industries it is more the norm to start at 10, work from home one day a week and leave early on Fridays, than to be at the office 8.30 – 5 for five days a week.

The exception to this is the retail employee, who has a week governed by store opening hours, peak trade periods on weekends, and demanding customers who want to be able to shop at any time that’s convenient to them, including following the Friday afternoon work drinks when they finish at 2!

So in a world where the work/life balance is top of mind for most employees and flexible options are constantly evolving, how can we expect our employees to stay in the industry when what’s on offer elsewhere is so appealing? I’m sure every retailer has a story to tell of high performing team members apologising as they hand you their resignation letter, saying they love working for you but the admin job they are taking will give them weekends off or allow them to work around school hours, and who can blame them?

So what does this mean for retailers? Are we doomed to keep losing talented employees from the industry? We are if we don’t keep up and evolve our thinking to offer flexible options which allow our frontline workers to enjoy more time on the activities outside of work that matter to them. The reality is that the opening hours won’t change. If anything they will just get longer as malls and strip shopping innovate to compete for business. Consumers will become more demanding, especially as they become more savvy around online shopping and with it the growing expectations of 24 hour a day shopping. And weekends will always be a crucial time for sales, as the average New Zealand family loves its weekend latte and browse through the shops. Retail therapy is alive and well!

So knowing the constraints and demands of the industry, we need to start thinking of ways to work around these and innovate and improve the way we arrange our rosters and the makeup of our teams. One of the first ways to do this is to ask the teams themselves. What do they want and how do they think this could work better? If your Store Managers came back and said they wanted every second weekend off, and this is how they could do it and maintain sales, wouldn’t you consider it? Especially if it meant holding onto them in the long run?

Trish McLean, CEO of Retail World Resourcing says that this is a conversation she is having more and more with retailers, as top candidates start asking the questions about what is being offered in terms of flexible work options. “ We see a lot of talented candidates, and the package they are seeking has changed markedly over the past few years. Whereas most salary and career progression has always been top of the list, flexibility is now a key concern. The retailers who recognise this, and develop initiatives that offer flexible options to their employees will be the ones that win the war for talent in the future.”

Unfortunately we don’t have a one size fits all answer for this, as every team is different, as is every brand. But we can start you off trying ideas and innovating to keep being competitive in the labour market.

1.Design a roster that has clearly defined roles in school hours and outside school hours. This way you can hire students for one, and parents for the other, and they can swap hours during the school holidays when parents need to be at home and students need money and extra shifts.

2.Encourage your team to think like a team. Have a base roster with hours that need to be filled and it’s up to them who does what as long as they are filled. I have seen this work really well in rural communities where the team support each other and take pride and ownership in the store. If everyone commits to covering two shifts a month for someone else they benefit from the flexibility allowing them to attend important events in their personal lives and help each other out. Peer pressure often weeds out those who won’t play the game.

3.Let your Managers take ownership of their own roster and results. If they know what they need to achieve and the wage budget they have, as long as they stay in budget and reach their targets does it matter who works when? This allows them to set their own roster, which may or may not include weekends and late nights. If they are a good manager they will work the busy periods, at least part of the time, and if they aren’t the privilege can be revoked.

These ideas won’t work for everyone, and there are sure to be many more ways to offer flexible options. The point is it’s about time we, as an industry, started to investigate how we can do this and show some creativity and innovation in our thinking around our workforce. If we don’t we risk becoming a last choice job for most New Zealanders, and losing the potential to recruit the kind of employees we need to keep moving forward and ensure retail in New Zealand remains successful for the future.

The costs of recruitment are high, anywhere between 6 to 12 months of an employee’s salary when all costs are taken into account. So, retention is the way to go, and that, these days, is strongly linked to the flexibility that employees demand. Are we up to providing it?