Consultation

Insights & News Archives - The HR Landscape

Approaches to managing reactions to change

Change is a process. Employees are comfortable with and prefer the current state. Transitioning through change creates stress and anxiety. In most cases, the future state is unknown or not well understood. In reality, each impacted employee has his or her own current and future …

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Pursue your potential

Great opportunity working with a progressive Catchment Management Authority in Victoria’s west.
Our brief is to build organisational capability through fostering talent and developing leadership capabilities across all levels the organisation. Central to this will be the identification of potential leaders whilst ensuring appropriate diversity across …

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Leadership – the ability to unlearn

The ability to unlearn - The HR Landscape Pty Ltd

The HR Landscape is currently developing a capability framework and leadership development program for a progressive natural resource management organisation.
We research widely to inform our approach and advisory services. Time and time again we come across an article that encapsulates very simply what it truly …

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Emerging Leaders

We thought we’d share some feedback we received recently from a group of managers who attended our Emerging Leaders (Frontline Manager) program last month.
Rating Scores

Overall assessment of program – 45% Excellent / 55% Very Good
Overall assessment of facilitation – 64% Excellent / 36% Very Good
Was …

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Executive Coaching to enhance the performance of your team

Executive coaching is a solution-focussed approach to assisting individuals or teams to draw on their strengths and perform at their best. Executive coaches work with people to broaden their perspectives, increase their self awareness and craft strategies that will work for them in their particular …

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10 Steps to Successful Change Engagement

 Success rate of change programs are not great.  It’s in the execution that most fail.  So how do you implement change and manage the complexities of human behaviour, when change is so personal?
The successful implementation of change is dependent on the way that people understand …

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Leadership and Management capabilities

image: Good Boss / Bad Boss
To stay relevant, organisations require employees who are willing and able to perform at optimal levels.  This isn’t something you can mandate.  It requires leadership and management capabilities to create opportunities that are meaningful to the employee. According to the numerous …

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Restructure Change Process Review – Health Services

The HR Landscape was recently engaged by a health services provider (government) to review the effectiveness of an implemented departmental restructure change process. The purpose of the review was to understand why the benefits of the changes had not been realised. Overall staff were less engaged …

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In-House Training Tools Training Course – Vietnam

The HR Landscape was recently engaged by a Commonwealth Government Agency to design and facilitate a three day  in-country workshop to raise awareness and skills related to the selection, development and delivery of in-house training for regulators  from ASEAN member states in Nha Trang, Vietnam.
The goal …

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Moving deck chairs is not the solution to improving performance and culture change

Restructuring Organisations

There are many internal and external factors that influences an organisations strategic direction and ultimately how they are structured.  Some of these factors are unavoidable but many can be foreseen and appropriately managed with the right planning.  Internal workforce challenges however, aren’t that straight forward.  …

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Feedforward when feedback is too confronting

Giving and receiving feedback is a key process for many organisations seeking to develop individuals and teams.
It offers insight into individual performance and leadership effectiveness.  When specific feedback is received you know exactly what you did well, so you can replicate it and know exactly …

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A Leadership reflection: “So this is Christmas and what have you done? Another year over and a new one just begun…”

It’s that time of the year where we reflect on our achievements and start to plan forward on opportunities and challenges learnt for a better or different year ahead.
At The HR Landscape, 2014 has been an extraordinary year supporting extraordinary leaders in realising their full …

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‘One Team’ Programme

Attention Executive Officers. Are you seeking to build a unified leadership team in order to achieve strategic outcomes? Are behaviours getting in the way? Do you have a strategic imperative that needs to be addressed but progress is minimal because everyone is not on the same page?

The challenges cited above are some of the most common experienced by Chief Executives. Since 2007, The HR Landscape has supported many organisations through change and capability building programmes. With demand growing for such services we have designed a programme called ‘One Team’ to assist Executives and teams explore opportunities for change in culture and behaviours and to build sustainable strategies for improving individual, team and organisational performance

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Pathway to successful change

70% of change programs fail and 90% of the reasons for those failures are directly related to people.
It’s in the execution that most fail. So how do you implement change and manage the complexities of human behaviour, when change is so personal?

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Presenting credible, reliable HR analytics

Presenting credible and reliable HR analytics with preventative strategies aligned with strategic business outcomes will significantly build greater awareness but above all, HR reports will become as important if not THE most important insight the business has of its performance.
Introducing meaningful and credible HR analytics …

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What exactly is employee engagement and why should you as a business leader care?

We have been fortunate enough to draw on BlessingWhite’s XModel of Engagement to show case the various levels of employee engagement as part of our organisational change and development programs . Our blog is a snippet of the model and the five levels of employee engagement.

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Affordability and genuine productivity gains shape the new APS workplace bargaining policy

On 28th March, Senator the Hon Eric Abertz launched the new Commonwealth Public Sector Workplace Bargaining Policy. In his press release, Senator the Hon Eric Abertz emphasised that the new and improved Government Bargaining Framework is designed to enable taxpayers to receive greater value for …

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6 Approaches for the successful devolution of people management duties to line managers

Further to our popular post on ‘Critical HR issues in the devolution of people management duties to line managers’, we have developed six proven approaches in which HR professionals can implement to ensure improved stakeholder relationships and uptake of HR duties by line managers.

Identify and …

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Critical HR issues in the devolution of people management duties to line managers.

With the changing nature of work and unprecedented global events, organisations are requiring their HR teams to act quickly and more strategically in terms of how and to what extent devolution of HR tasks to line managers are to be deployed.  In such markets, line …

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Capture it, or lose it! Creating a learning culture

Over the years, particularly in the last decade, knowledge management has become a critical focal point for organisations desperate to maintain market share. This phenomenon is not only exasperated by the fact that our population is ageing, but as the war for talent intensifies, greater …

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Thought Leader: Jack Zenger on Being a Great Leader

The following interview, conducted by Karen Elmhirst with Jack Zenger is a condensed version of HR.com’s live, one-hour online learning seminar, which was also broadcast on Voice America Internet Radio.
Jack Zenger is co-founder of the Extraordinary Performance Group, a broad scale provider of consulting, research, …

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Organisational wide change to improve performance and capability – Government NRM

THRL was engaged to guide the Authority through an organisational wide change process to improve the performance and capability of the organisation which included the alignment and redesign of internal structure; business systems and culture with the organisations strategic direction to ensure a more integrated delivery model with key stakeholder groups (private and public land owners, local communities and government) and new and improved funding streams from corporate and philanthropic was achieved

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Organisational restructure and strategic human resource management

THRL was engaged to undertake a review of organisational structure and design a new functional structure which best enabled this Government agency to successfully achieve strategic outcomes. THRL was also engaged in addressing various long term performance issues across technical and management roles

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Workforce Optimisation Performance Review

THRL was engaged to undertake a review of existing processes and provide recommendations to improve the performance of the contact centre in order to meet the contractual obligations with a leading telecommunications supplier.

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Departmental Structure Review – Melbourne Public Transport

THRL was engaged to undertake a comprehensive review the Operations divisional structure and make recommendations for a new, more effective functional structure aimed at improving operational capability and performance

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Review and Redesign of Position Descriptions – International Passenger Rail

THRL was engaged to undertake a review and redesign of the overall quality of position descriptions against best practice models. The reformatting and upgrade required the integration of corporate values and behaviours

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Change management and strategic human resource management

THRL was engaged to assist with the ongoing restructuring process across HR, Finance, IT and two technical driven, highly regulated program units. The project involved a comprehensive review of all functions through work flow analysis, the design of jobs and subsequent implementation of the new structure resulting in the right people in the right places. Some staff were required to accept changed roles and responsibilities. This process involved considerable change in the way work was undertaken

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Legal Services division structure feasibility review

Following the successful implementation of an organisational wide restructure for its’ sister organisation, THRL was engaged by the parent Agency to undertake a review of the legal services division to ensure relevant resources and structures were utilised to support the legal services requirements of both Agencies and the feasibility of in-house vs outsourcing

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Regional asset optimisation review

THRL was engaged to undertake a comprehensive review of the built assets across Regional Victoria to ensure greater efficiencies and cost savings was achieved. Additionally a review of base line alignments across two separate organisations was successfully undertaken as a result of a pending amalgamation

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Improvements in HR Systems

A scoping document was prepared, evaluating the strategies required to improve HR processes and the implementation of a HRIS solution to support their investment in HRM and Payroll.

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