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.
The theory of evolution by natural selection applies as much to the workplace as it does to other organisms and their ability to adapt and change.
As Darwin explained back in 1859, survival of the fittest is all about the ability to adapt and change according to the environment. The same rules apply to the corporate world. If I still operated today as I did at the beginning of my career, I would find myself simply obsolete and out of touch.
I recently had the opportunity to present on “The Evolution of the Workplace” at a conference, and this gave me a reason to pause and reflect on my own career and the dramatic changes that I have witnessed first-hand.
There are some key themes that emerge from my personal experiences. This article is a quick overview of those key themes and the degree of change that I have witnessed. Although some areas still desperately need more evolution, it is obvious that change is constant. Embrace it we must!
Look deep into your ambitious soul and ask yourself: “Do you want to be a CEO?”
This year I have been busily looking for my next executive role. A role that would provide significant challenge, an opportunity to be creative and most importantly, a place where I can work with great people who are smart and know how to have fun. That is my quest!
One of the questions that has popped up several times during interviews, networking catch ups and soul searching sessions with mentors has been a question that I sometimes struggle to answer. “So, do you want to be a CEO?”
My immediate reaction to this question is, “When I grow up?”. Then follows a mixture of feelings including flattery, burning ambition, and an overriding sense of the “tall poppy syndrome”. A battle in my brain between my ambition and my fear kicks in, followed swiftly by endless questions in my mind about how that could possibly happen.