Editorial
Team talk
Teamwork has probably rated a more prominent spot than usual in Kiwi minds in the wake of the recent Rugby World Cup—and the earlier than anticipated demise of the All Blacks.
Since the event, sports writers—the very ones who for months have written of little else than the ABs being a shoo-in to take out the final—have devoted copious column inches to post-match analysis and angst. And, not surprisingly, despondent fans have been expounding their own particular theories on what went wrong.
Call me unpatriotic, but I’m not a great fan of the national game—give me football any day. Yes it would have been great to see the Webb Ellis Trophy in New Zealand hands, but hey—it’s only a game. My greatest disappointment was that I couldn’t seize on an All Black victory as the perfect analogy for the importance of developing team players, or the positive impact of coaching, both themes for this month’s issue of Employment Today.
Okay, so it’s not an original thought. In fact, not so long ago, the New Zealand Herald’s weekly business supplement ran an article on the art of team selection. “Business,” it said, “could learn something from our most successful team, the All Blacks, about putting together a winning team.” Hmmm.
In the same article, Andrea Stringfield of DBM noted that teams need a lot of investment and time away from work to build good relationships. It’s certainly a message the All Black management took to heart, ensuring the team enjoyed a relaxing stay in Corsica prior to the World Cup. (Now that’s the sort of team building exercise I could go for. Forget flying foxes and anything that involves getting wet and muddy, and bring on the Mediterranean sun.)
Team building aside—after all, it clearly wasn’t that effective—the question in many minds is whether the team had the right balance of talents and strengths. If I knew a little more about the game, I might be able to figure out which players fit which of the four team roles for effective performance that Amanda Woolridge outlines in her article on developing high-performing teams (see page 27).
Who are the creators, the advancers, the refiners or the executors? And have the refiners left it too late to analyse the options and choices?
Perhaps the team needs some communication style training so they have a common language to talk about their differences. Who, for example, values results, and who values socialising, harmony, and accuracy? Answers on the back of a postcard please!
—Lyndsey Swan
Feature articles
Down-to-earth developers
A finalist in this year’s EEO Trust’s First Steps awards and winner of the Trailblazer award in the Central region Sustainable Business Awards, web developers Squiz New Zealand give Gary Bowering a peek into the secret of fostering a happy and productive team.
Business with a heart
Social responsibility is becoming increasingly relevant in business today. Nick Jones looks at the role of corporate social responsibility programmes and explains how helping in the community can improve employee wellbeing and lift engagement.
Maori and the ‘new’ Kiwi workplace
The New Zealand workplace of the early 21st century is very different to its equivalent 30 years ago. These days, a greater acceptance of tangata whenua and diversity is making a significant impact on organisational culture and practices. Miriam Bell explores how Maori have contributed to the ‘new’ Kiwi workplace, and the benefits that can result.
Getting down to business
Executive coaching plays an important part in developing leaders in today’s organisations. But, says Graham Hart, to be truly effective, the focus needs to change from personal issues to strategic development.
Strength in numbers
Is teamwork something that happens naturally, or can we teach people to be team players? Amanda Woolridge looks at the dynamics of a successful team, what can go wrong, and what organisations can do to develop high performing teams.
The cost of losing employee trust
What do employees value most in an organisation? Honesty and integrity, according to recent research by Right Management. The message for managers, says Alison Boddie, is walk the talk.
In your own time
Can employees be disciplined for internet postings which reflect adversely on their employer? Scott Anderson, Carl Blake and Phillipa Muir examine whether conduct that takes place away from work can justify dismissal.
Diversity celebrated
The EEO Trust celebrated 10 years of promoting the business benefits of work-life balance at this year’s EEO Trust Work & Life Awards presentation dinner at the end of August. Philippa Reed describes some highlights of the anniversary celebration.
On call for success
Thinking outside the square has been the key to an enviable series of wins for Hanover Group’s customer contact centre. Frances Maddren discusses the role HR strategy played in ensuring success and making the centre New Zealand’s most awarded.
Departments
Recruitment: Swimming the talent pool
The talent pool is a familiar term, but are our organisations actively creating pools of potential candidates to recruit from? Katherine Hall outlines a strategy for attracting the right people.
Workplace dilemmas: Given the once over
Is having staff reporting to you the only marker of success? Karen Boyte doesn’t think so. She looks at the issue of promotion and also answers questions on dress code policy and ways to recognise those who go the extra mile.
Workplace wellness: Into the future
Jackie Brown-Haysom reports on a recent symposium on workplace health where Australian academic Brian Oldenburg discussed the benefits of wellness programmes.
Strategic HR: Values the core of business
Core values drive productivity and retention; but, says Dave Stewart, they’re about more than just fine words. To be truly effective, there needs to be commitment from senior staff, and plenty of communication.
Case in point: Fallout from office liaison
An affair between two employees led to the dismissal of one, even though the investigation process was flawed. Laura Driscoll explains the findings of a recent Employment Court case.
Learning & development: Learning culture
The Learning Reps programme recently completed its pilot phase. Don Farr outlines the main findings and highlights the importance of learning together and breaking down barriers.
Public sector: Fixed term is fixed term
The findings in a recent case involving a fixed term contract signal a more ‘employer friendly’ interpretation that will be welcomed by those employing staff on such contracts, says Paul Robertson. |
