Remuneration in today’s corporate environment is a complex beast. Anyone who has delved into the world of compensation knows that it is a difficult, but critical piece of the employment puzzle. It is important to have a strategy that is well considered and transparent, particularly in today’s digital environment where information abounds.
The basic premise of remuneration is quite straight forward. You aim to pay market appropriate rates for the fixed component of the remuneration package, and then ensure that you retain your best employees with performance based incentives. Ideally, the better the performance, the more impressive the reward.
Most organisations will have a set of core values. These will usually be proudly displayed on the wall and may even make it as far as the annual review or company website. But how often do they truly mirror the organisational culture? Too often the values are not in sync with how an organisation really operates. Here I outline some of the tell-tale signs to look for when the values have no bearing on reality.
Culture is an interesting topic and one that is often an important focus for prospective employees, clients, partners and share-holders. The core values are seen as the beacon of what the organisation aspires to in terms of culture. While a vision articulates a company’s purpose, the values offer a set of guidelines on the behaviours and mindsets needed to achieve that vision.
Change management is often bandied about in conversations in today’s corporate environment. What exactly is change management and why does it make a significant difference when it is utilised effectively?
Many moons ago, I had the great fortune of studying change management under the brilliant Emeritus Professor at UTS, Dexter Dunphy. Professor Dunphy’s research is published in over 90 articles and 23 books – many of which are specifically focused on change.
Technology is a key element of any modern business today and is often seen as critical to success – and failure. However, articulating the best way to harness technology to the most senior members of any organisation takes a lot more than technical expertise.
I have had the great privilege of working with many IT experts during my career. I have witnessed brilliance first hand in many back offices, where technical gurus have solved problems, created incredible solutions and toiled through the night to ensure that systems keep working. Often this hard work and tenacity goes un-noticed and un-appreciated. Many within the organisation are oblivious to the geniuses that walk amongst them.
What exactly is “flow” and how does it impact your life at work and beyond? How and why does flow create a meaningful existence for both you and your team? How do you harness the creativity and innovation that comes from weaving flow into your daily existence?
The other day, my 11 year old daughter asked me over breakfast about the meaning of life. She noted, quite logically I might add, that it seemed that life was a progression of milestones. She explained that she would finish primary school, then high school, then university and then find a job. This was followed by getting married and maybe having kids. And she finished off with a simple “Is that it?”