| Policies - Improving profits or an unmitigated risk? |
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View newsletter in original format Policies - Improving profits or an unmitigated risk?You know those ads that come on TV just before the holidays? The ones that say – have you checked your shock absorbers before your family road trip? The normal reaction is probably one of initial guilt and then the inevitable – “she’ll be right” comes to the fore. Conversations about compliant policies have the same reaction – yes, they probably need a review but – “she’ll be right” – we have other priorities on the go. While this reaction is understandable, we’re writing again to let you know that quality policies will not only keep you on the straight and narrow but will save you money and improve productivity. A brush up on old policies will:
Overlaying these standard effective workplace benefits is the fact that the workplace ombudsman continues to increase its scrutiny of many small to medium employers. Latest figures available show that their investigations have resulted in over $32 million being paid to almost 35 000 employees and in penalties being levied on employers or directors of almost $1 million. So, with the roads being wet and winter in full swing – get those shock absorbers checked out. Crossroads is able to provide clients with on-line HR policies that are able to be tailored to each company’s requirements. SmaHRt policies give companies online access to contemporary, fully maintained, secure, user-friendly policies, procedures and forms that reflect your organisational values and behaviours.
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Recruitment Models - What's best for you? Some ideas ...
Effective recruitment results – gaining quality candidates easily and at the least cost – are vital considerations for many organizations. The type of model that you adopt ought to be strongly aligned with your company’s structure, culture and commercial imperatives. Some of the larger organizations in Australia have started to move away from centralized recruitment functions to partially decentralized models. This change is driven by the development of “divisional” management structures in companies like Qantas, Macquarie Bank, BHP Billiton and Nestle. This devolves decision-making and profit performance to the divisional/business unit level along similar lines to the successful management approach of GE and Wesfarmers. Accordingly, within this corporate structure, divisional leaders are required to optimize Recruitment and HR processes and outcomes. There are several strategies/models emerging within these decentralized structures that may be viable for your business: Full autonomy – within the limits of the overall organizational policy, there is total control of recruitment at divisional level. Semi-centralisation – there is a centralization of key processes such as recruitment technology, branding, reporting and possibly talent pooling, but the end-to-end recruitment function is managed by the division. This model has been adopted by Qantas and Lion Nathan and is gaining popularity. Market contested – this model uses a centralized recruitment centre, but its use by the divisions and hiring managers is not mandated. This allows each division the freedom to deal with external recruiters if they choose. The advantage of this model is that it ensures competitiveness and wide market sourcing however this approach is unlikely to achieve economies of scale. Divisional hubs – this is a variation of the semi centralized model in which recruiters are based and operate within the divisions but report to a central function and adhere to standard processes. This ensures economies of scale and collaboration between divisions.
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