MANY HR professionals are taking a “steady as she goes” approach to WorkChoices, preferring to incorporate relevant legislative changes into existing strategies linked to business benefits
MANY HR professionals are taking a ‘steady as she goes’ approach to WorkChoices, preferring to incorporate relevant legislative changes into existing strategies linked to business benefits.
A recent survey of 180 employers found that a number of HR professionals are awaiting the regulations that will govern the new framework before committing to a response.
“Many argue that the key issue is their underlying people strategy and how that is tracking while they battle to attract and retain key staff,” said Phil Minns, principal at Mercer Human Resource Consulting, which conducted the survey.
“Sure, they see WorkChoices as creating some opportunities, but they will not be launching change programs because of the legislation.”
Another critical concern is employee communication, Minns said.
“If you accept that changing the workplace and its operation is a major cultural change initiative, then it follows that success will require leadership commitment, substantial planning and resources, and a strategic approach to employee communication.”
He said HR leaders are aware that the “noise” associated with the reforms and generated by the media, unions and political advocates will increase again from the end of March, potentially leading to an increase in employee anxiety.
“In this context, HR leaders are anticipating the need to develop a key message for their employees and ensure it is well communicated,” Minns said.
More than half the HR professionals surveyed also did not feel confident that managers could positively discuss the changes with employees.
“HR and operational managers often bring different perspectives to workplace issues,” Minns said.
“To be fair, for many years, local managers have not been encouraged to invent new interpretations of working conditions.”
To some extent, Minns said, enterprise bargaining created opportunities for more localised solutions, but not on the scale that may be possible under the new framework.
He said key issues relate to achieving consistency in workplace practices where necessary and controlling mavericks who might damage relationships and organisations’ reputations.
If leaders in organisations seek to use WorkChoices to reinvent their workplace, Minns said, they will need to bring their employees with them.
