Linq HR - Blogs (Information) , Payroll

The Payroll Problem Nobody Has Solved Yet

Wed, 29 Apr 2026 15:09:08 +1000

Ask any payroll professional whether a single unified global payroll system is truly achievable and you'll likely get a sigh.

The idea is enormously appealing. One platform, one process, one source of truth for every employee, everywhere. But is it realistic, or just aspirational?

To appreciate the challenge, consider how vastly countries can differ. Even within the same region, Singapore sits at the simpler end of the spectrum where employers have no legal obligation to withhold income tax from employee salaries, social security is administered through a single centralised fund (the CPF), and annual tax reporting is straightforward (Lano, n.d.).

Australia, by contrast, now ranks as the third most complex payroll market in the world after a 21% year-on-year increase in its complexity score (Frontier Software, 2026).

Australian payroll teams must navigate Single Touch Payroll (STP) Phase 2 reporting to the ATO, superannuation guarantee contributions, PAYG withholding, Fair Work Act compliance, award interpretation obligations that intersect with enterprise agreements, and state based payroll tax thresholds that vary across every jurisdiction, strict payment timings when employees leave. That's a formidable local puzzle and it multiplies rapidly when you go to multiple company payrolls for the same company.

Every country adds its own tax authority reporting formats, statutory contribution schemes, labour law quirks, and data privacy regimes. GDPR in Europe, for instance, imposes strict rules on where employee data can be stored, making a truly centralised global database potentially legally treacherous. Currency, language, and cultural payroll norms such as 13th month payments, add further friction. Then add flexible work arrangement where employees spend considerable time periods working from overseas locations which cross taxation boundaries.

And yet the business case for unification remains compelling. As Eshtairy (2026) notes, fragmented multi vendor payroll models create limited visibility, inconsistent employee experiences, and compliance risk that grows with every new country. A unified platform promises real time reporting, standardised processes, and meaningful cost efficiency.

The honest reality? True unification with one codebase and one ruleset, is almost certainly beyond reach in the near future. What is emerging though is payroll harmonisation: aggregated platforms connecting local payrolls under a single analytics layer. Not one payroll, but one view. For most multinationals, that may be more than enough. At least for now.

Ready to simplify your payroll setup? Our workforce directory will soon connect you with vetted payroll solution providers and payroll recruitment specialists across Australia and beyond.

References

Eshtairy, M. (2026) 'Global payroll without complexity: the case for a unified solution across 160 countries', HRMorning, 28 April. Available at: https://www.hrmorning.com/articles/global-payroll-unified-solution.

Frontier Software (2026) Payroll complexity: turning complexity into strategic advantage, Frontier Software. Available at: https://au.frontiersoftware.com/whitepapers/payroll-complexity-turning-complexity-strategic-advantage.

Lano (n.d.) 'Running payroll in Singapore', Lano. Available at: https://www.lano.io/global-payroll-guide/singapore.

The Future Structure of HR Departments in an AI Enabled Era

Mon, 16 Feb 2026 18:15:58 +1100

Artificial intelligence is quickly reshaping how Human Resources functions deliver value.

Recent analysis by Gartner argues that traditional HR operating models, built around HR Business Partners, Centres of Excellence and Shared Services, will not remain viable as AI becomes embedded in core processes (Nieberg 2026). As automation expands across recruitment, workforce analytics, performance administration and employee query management, HR departments will need structural redesign rather than incremental adjustment. Neiberg further argues those that don't, won't survive.

From Transactional Support to Intelligent Platforms

In an AI enabled environment, routine tasks such as candidate screening, payroll queries and policy interpretation will largely be automated. Gartner estimates that AI could perform or augment a significant proportion of current HR tasks by the end of the decade (Nieberg 2026). This shift will reduce reliance on traditional shared services teams and instead elevate digital HR platforms as the primary service interface.

Future HR structures are therefore likely to include a Digital HR Solutions function, responsible for system governance, data integrity, service design and AI performance monitoring. Rather than processing transactions, this team will optimise employee experience and ensure that AI tools remain compliant, ethical and aligned with business needs.

Strategic Talent Pods

As AI improves efficiency, the ratio of HR professionals to employees is expected to change, from 423 employees to as high as one per 800 to 1200 employees. Static HRBP models may evolve into Strategic Talent Pods: agile, cross-functional teams combining human expertise with real time workforce analytics. These pods would focus on organisational design, capability planning, cultural development and leadership advisory.

In the Australian context, workforce planning pressures driven by skills shortages and demographic change reinforce the need for predictive capability. The Australian Bureau of Statistics reports ongoing tight labour market conditions across multiple sectors (ABS 2024). AI driven modelling can support evidence based workforce strategy, but interpretation and stakeholder engagement will remain human responsibilities.

Centres of Excellence Become Product Teams

Traditional Centres of Excellence will likely transform into HR Product and Experience Teams. Rather than designing broad policies, these units will curate targeted workforce solutions informed by data insights. For example, AI generated analysis may identify attrition risks within specific cohorts, prompting tailored career or wellbeing interventions.

The Australian HR Institute notes that HR capability increasingly requires digital literacy alongside strategic advisory skills (Australian HR Institute 2023). This suggests future CoEs must blend technology expertise with behavioural and organisational knowledge.

AI Governance and Ethics Function

A critical structural addition will be a dedicated AI Governance and Ethics function within HR. This unit would oversee algorithmic transparency, bias mitigation and privacy compliance. Responsible AI oversight will become central to maintaining employee trust and organisational reputation. This is an area where the HR function may require assistance as it's a totally new skillset to anything currently performed by a HR department.

Human Capability at the Core

While AI will transform processes, it clearly will not replace HR’s human mandate. Culture building, complex employee relations, performance management, ethical judgement and change leadership require contextual interpretation and empathy. The future HR department will therefore likely be smaller in transactional roles but stronger in strategic, advisory and governance capability.

Organisations that proactively redesign HR structures, rather than layering AI onto legacy models, will be better positioned to deliver measurable workforce value.

At Linq HR, we help organisations cut through workplace complexity, transforming busyness into focused performance through tailored HR and employee relations solutions. Ph 1300134566.

References

ABS 2024, Labour Force, Australia, Australian Bureau of Statistics, viewed 16 February 2026, https://www.abs.gov.au/statistics/labour/employment-and-unemployment/labour-force-australia

Australian HR Institute 2023, The Future of HR Capability Framework, AHRI, viewed 16 February 2026, https://www.ahri.com.au

Nieberg, H 2026, Your HR Operating Model Won’t Survive AI. Here’s What Will, Gartner, https://www.gartner.com/en/articles/hr-operating-model

Time to Check your Labour Hire Model. Lessons from BHP’s Fair Work Commission Defeat

Tue, 08 Jul 2025 11:24:48 +1000

In a pivotal decision that is expected to have wide ranging impacts across the mining and labour hire sectors, the Fair Work Commission (FWC) has upheld an application by the Mining and Energy Union (MEU) concerning the use of labour hire workers at BHP’s Goonyella Riverside, Peak Downs and Saraji mines located in Central Queensland.

The ruling clarifies the intent and strength of the “Same Job, Same Pay” provisions under the Fair Work Act 2009, as amended by the Closing Loopholes No. 2 Act 2024.

Case Overview

The MEU submitted a significant application on behalf of over 1,600 labour hire workers across several of BHP’s Queensland coal sites, including Goonyella Riverside, Peak Downs, and Saraji. These workers, employed by BHP’s in-house labour hire subsidiary Operations Services (OS), as well as external agencies such as WorkPac and Chandler Macleod, were found to be earning between $10,000 and $49,000 less per annum than directly employed mineworkers performing equivalent roles (ABC News, 2025).

BHP had argued that OS was providing a separate “service” and that the arrangement did not fall under the labour hire provisions outlined in the new laws. The company claimed these workers were engaged on different performance frameworks and rosters that distinguished them from enterprise agreement covered employees (The Australian, 2025).

FWC’s Decision and Its Significance

The Commission rejected BHP’s argument, ruling that the OS arrangement was, in substance, a labour hire model. The FWC stated that OS workers were doing “the same, or substantially the same, work” as directly employed mineworkers and were therefore entitled to the same full rate of pay (Fair Work Commission, 2025). This means BHP must now ensure that all labour hire workers across these sites receive parity with employees covered under the applicable enterprise agreements.

The decision will see approximately 2,200 labour hire workers receive pay rises of up to $30,000 per year, with BHP facing a total cost impact of around $66 million (Australian Financial Review, 2025). This outcome sends a clear message to employers that internal subsidiaries or alternate structures cannot be used to circumvent enterprise bargaining outcomes.

Implications for Employers

This case is a landmark test of the new Same Job, Same Pay provisions and demonstrates that:

Host employers cannot avoid pay parity by creating in-house labour hire companies or using third-party agencies where workers perform the same work as their direct employees.
Labour hire providers and host businesses must closely assess job equivalence and ensure workers are paid in line with enterprise agreement conditions.
Fair Work Commission orders can be sought by unions, employees or the Fair Work Ombudsman, making non-compliance highly visible and enforceable.

This Goonyella Riverside ruling highlights the Fair Work Commission's intent to strictly apply equal pay for equal work principles, reinforcing protections for labour hire workers and promoting wage fairness in the mining sector and beyond.

Employers using labour hire arrangements, particularly in sectors such as mining, manufacturing, logistics, and construction, should urgently review their compliance with the Fair Work Act’s amended labour hire provisions ahead of increased enforcement.

For further information or assistance in aligning your labour hire practices with current legislation, please contact Linq HR.

🌐 Visit: www.linqhr.com

📞 Call: 1300234566

References

ABC News (2025) Fair Work Commission case accusing BHP of underpaying labour hire workers. Available at: https://www.abc.net.au/news/2025-01-20/qld-meu-bhp-same-work-same-pay-fair-work/104837684

Australian Financial Review (2025) BHP loses $66m fight over labour hire laws in landmark ruling. Available at: https://www.afr.com/work-and-careers/workplace/bhp-loses-66m-fight-over-labour-hire-laws-in-landmark-ruling-20250704-p5mclj

Fair Work Commission (2025) Decision: Mining and Energy Union v BHP – Goonyella Riverside Mine (Labour Hire Provisions).Available at: https://www.fwc.gov.au/documents/decision-pdf/2025fwcdecision-bhp-goonyella-samejob-samepay.pdf

The Australian (2025) Unions win landmark test case against BHP for ‘same job, same pay’. Available at: https://www.theaustralian.com.au/nation/unions-win-landmark-test-case-against-bhp-for-same-job-same-pay/news-story/87bccf967c7c9275296fb64444063dc7

EOFY HR & Payroll Essentials for Australian Businesses

Thu, 19 Jun 2025 10:56:39 +1000

As 30 June approaches, its the perfect time for Australian companies to ensure their Human Resources and payroll processes are compliant, accurate, and up to date.

Accurate HR processes and payroll data are the minimum standard required to build and maintain trust with your workforce.

Here is an End of Financial Year summary of key actions you need on your checklist, from payment deadlines through to performance reviews.

1. Payroll Reconciliation & Finalisation

Reconcile payroll transactions: Cross check wages, allowances, bonuses, deductions, tax withholdings and superannuation contributions for the full year. Identify and rectify discrepancies now, not later (Billzy, 2024; Pay Cat, 2025).

Finalise Single Touch Payroll (STP) : Lodge the STP finalisation declaration with the ATO by 14 July (or the relevant deadline for your lodgement category) (Pay Cat, 2025).

Generate payment summaries (if required) : For employees not reported via STP (such as terminated staff), issue appropriate payment summaries by 14 July (Pay Cat, 2025).

2. Superannuation Obligations

Super guarantee compliance: Ensure all super contributions for the financial year are paid and reported. Payments must be made by 28 June to count for the year (Billzy, 2024).

Update superannuation rates: The super guarantee (SG) rate will increase to 12% on 1 July 2025. The 12% rate will need to be applied for all salary and wages paid to eligible workers on and after 1 July. This is even if some or all of the pay period it relates to is before 1 July. This is the final scheduled increase. (ATO, 2025)

3. Awards, Minimum Wage & Classification Updates

Apply award rate updates: Review Fair Work Commission determinations for your industry , incorporate any award and classification changes or minimum wage increases effective from 1 July (Employment Hero, 2025; HRM Online, 2024).

Update HR systems: Ensure salary histories, award conditions, pay rates and processes are current before the new financial year (Employment Hero, 2025; Pay Cat, 2025).

4. Employee Data & Records Management

Verify employee records: Confirm all staff details—names, addresses, Tax File Numbers, super fund ABNs/USIs, visa status are accurate in HR/payroll systems (Pay Cat, 2025; Liquid HR, 2024).

Assess leave and other entitlements: Reconcile annual leave, long service leave, bonuses, FBTed benefits, salary sacrifice and other accruals (Employment Hero, 2025).

Close employee records: Finalise details for staff who departed during the year, ensuring proper treatment under STP & TFN legislation (Employment Hero, 2025).

5. HR Policy, Compliance & Documentation

Review HR policies: Audit and update workplace policies and procedures (e.g. workplace safety, expense policies, leave, discipline, termination) to reflect legislative changes (HRM Online, 2024; Liquid HR, 2024).

Renew agreements and contracts: Issue revised policies, agreements or contracts for the new year, and have them acknowledged or signed off digitally, if possible. (Employment Hero, 2025).
Enterprise Agreements : Start planning for Enterprise Agreement bargaining including notifying employees if an Enterprise Bargaining agreement is coming due for renewal.

Performance reviews & planning: Finalise annual performance assessments, set development goals and calibrate for FY26 (Liquid HR, 2024; Employment Hero, 2025).

6. Reporting & Strategic Planning

ATO reporting: Lodge PAYG withholding and taxable payments annual reports where applicable, plus complete STP finalisation (Pay Cat, 2025; Billzy, 2024).

WGEA snapshot: Prepare employee data for the Workplace Gender Equality Agency (WGEA) report, including workforce composition, classifications, remuneration and leave (Employment Hero, 2025).

Workforce planning: Analyse hiring trends, staffing needs and organisational structure for the upcoming year (Employment Hero, 2025; Liquid HR, 2024).

Your End-of-Year Action Plan

Focus	Action	Deadline
Payroll reconciliation	Cross check all payroll elements	30 June
STP finalisation	Lodge year end STP declaration	14 July
Payment summaries	Issue where STP not applicable	14 July
Super guarantee	Pay and report super	28 June
Award/minimum wage	Apply updates effective 1 July	Before 1 July
Employee records	Verify TFNs, visas, leave balances	30 June
HR policies & docs	Review and distribute updates	Before 1 July
Performance reviews	Complete and set goals	30 June
WGEA & ATO reporting	Prepare lodgements/reports	ATO/WGEA due
Workforce planning	Plan hires & budget for FY26	Pre‑July

Why These Steps Matter

These tasks are more than deadlines as they support:

Compliance & risk management: Avoid penalties with accurate STP, super and tax lodgements.

Employee trust & transparency: Timely summaries, leave balances, and clear policies foster positive culture.

Strategic agility: Performance reviews, workforce planning and award updates position you ahead of FY26.

Organisational readiness: Clean data ensures smooth audits, loans, insurances and financial decision making.

Final Tips for a Smooth EOFY

Start early: Begin reconciliations and policy reviews across April–June (Employment Hero, 2025).

Use checklists/tools: Build your own tailored end of year checklist so no important deadlines or activities are missed.

Engage specialists: Collaborate with payroll or HR consultants, or tax agents, to verify compliance (Billzy, 2024).

EOFY is more than finalising finances, it’s about powering your HR operations into the next year. By reconciling payroll, updating classifications, refreshing policies, reporting accurately, and planning strategically, your business will enter FY26 ready and resilient.

📩 Contact Linq HR today to explore tailored support for your employee relations and workplace management.

🌐 Visit: www.linqhr.com

📞 Call: 1300234566

References

Aurion. 2025. EOFY Payroll 2025 Checklist. Available at: https://aurion.com/eofy-checklist](https://aurion.com/eofy-checklist)

Australian Tax Office. Available at: https://www.ato.gov.au/businesses-and-organisations/small-business-newsroom/the-final-sg-rate-increase-is-coming-on-1-july

Billzy. 2024. End of Financial Year Payroll Guide for Businesses in Australia 2024. Available at: https://www.billize.ai/learn/end-of-financial-year-payroll-guide-australia-2024

Employment Hero. 2025. HR Platform: End of Financial Year (EOFY) Tasks. Available at: https://help.employmenthero.com/hc/en-au/articles/12658026755599-HR-Platform-End-of-Financial-Year-EOFY-Tasks

HRM Online. 2024. HR’s Guide to Preparing for the EOFY. ] Available at: https://www.hrmonline.com.au/section/featured/hrs-guide-to-preparing-for-the-eofy/

Liquid HR. 2024. HR Considerations for End of Financial Year. Available at: https://liquidhr.com.au/hr-considerations-for-end-of-financial-year/

Pay Cat. 2025. End of Financial Year Tips and Tricks for More Efficient Payroll. Available at: https://www.paycat.com.au/blog/end-of-financial-year-tips

Payroller. 2023. EOFY Checklist: Key End of Financial Year Tasks for SMBs. Available at: https://payroller.com.au/end-of-financial-year/eofy-checklist/

Mastering Applicant Tracking Systems: Essential Tips for Job Seekers

Wed, 03 Jul 2024 10:47:52 +1000

In today's competitive job market, understanding Applicant Tracking Systems (ATS) is crucial for job seekers aiming to maximise their chances of landing a new role. ATS are software applications that assist employers in managing recruitment processes by sorting, screening, and ranking candidates based on their resumes. While these systems streamline hiring for employers, they can be a hurdle for applicants who are unaware of how they operate (The Balance Careers, 2023).

Tips for Maximising Success

1. Keyword Optimisation: ATS rely heavily on keywords to filter resumes. Carefully read the job description and incorporate relevant keywords and phrases. Focus on skills, qualifications, and experience that the employer is seeking and which align with your background. However, avoid keyword stuffing as it can make your resume appear unnatural (CareerSidekick, 2023).

2. Use a Simple Format: Fancy graphics, images, and complex layouts can confuse ATS, which often leads to important information being overlooked. Stick to a clean, straightforward format with standard fonts like Arial or Times New Roman. Use bullet points to list achievements and responsibilities (TopResume, 2023).

3. Correct File Type: Many ATS prefer resumes in Word (.doc or .docx) format over PDF. Ensure you follow the application instructions regarding file types to prevent your resume from being discarded (Glassdoor, 2023).

4. Customise Each Application: Tailor your resume for each job application. This increases the likelihood that the ATS will recognise you as a suitable match for the position. Highlight relevant experience and adjust your keywords to align with the specific job description (LinkedIn, 2023).

5. Include a Skills Section: A dedicated skills section can help the ATS quickly identify your qualifications. Be precise and include both hard and soft skills relevant to the job (Indeed, 2023).

Potential Pitfalls to Avoid

1. Overloading with Keywords: While keywords are essential, overloading your resume can lead to rejection. Aim for a balanced approach that reflects your genuine experience (Jobscan, 2023).

2. Ignoring Job Descriptions: Failing to customise your resume for each job can result in missing out on critical keywords, decreasing your chances of being shortlisted (Glassdoor, 2023).

3. Complex Formatting: As previously mentioned, ATS can struggle with intricate designs. Stick to simplicity to ensure your resume is parsed correctly (ZipJob, 2023), ie. key parts are identified.

Understanding and navigating ATS can significantly enhance your job search strategy. By optimising your resume with relevant keywords about your experience, adhering to a simple format, and customising each application, you can improve your chances of making it through the initial screening process and securing an interview.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300234566.

References

CareerSidekick, 2023. How to Get Your Resume Past an Applicant Tracking System (ATS). [online] Available at:

Glassdoor, 2023. How to Write a Resume for an ATS. [online] Available at:

Indeed, 2023. How To Make an ATS-Friendly Resume. [online] Available at:

Jobscan, 2023. How to Optimize Your Resume for Applicant Tracking Systems (ATS). [online] Available at:

LinkedIn, 2023. Optimizing Your Resume for ATS: Tips and Tricks. [online] Available at:

The Balance Careers, 2023. What You Need to Know About Applicant Tracking Systems. [online] Available at:

TopResume, 2023. ATS-Friendly Resume Templates: How to Choose the Best One. [online] Available at:

ZipJob, 2023. How to Write an ATS Resume [8+ Templates Included]. [online] Available at:

The Crucial Role of Vision, Mission, and Values in Culture

Wed, 24 Apr 2024 14:08:36 +1000

In the often fast paced world of business, the Vision, Mission, and Values (VMV) of a company serve as more than just words on paper. They are guiding principles that shape organisational culture and drive employee engagement. Senior leaders play a pivotal role in articulating and embedding the VMV into the fabric of the organisation. It's not enough to merely articulate these principles, and senior leaders must embody them through their actions and behaviours. This article explores the importance of VMV to employees and their impact on overall organisational success, emphasising the critical role of senior leaders in living the VMV.

Understanding the Essence of Vision, Mission, and Values

Vision, Mission, and Values are the cornerstone of organisational identity. A compelling vision statement inspires employees by painting a picture of the future (Collins & Porras, 1996, p. 18). A clear mission statement defines the purpose and direction of the organization (Kotter, 1996, p. 42). Core values guide behaviour and decision making, fostering a culture of integrity and accountability (Cameron & Quinn, 2011, p. 56).

Driving Employee Engagement Through VMV

Aligning individual goals with the company's VMV gives employees a sense of purpose and belonging. Empowering employees to embody the VMV fosters ownership and commitment (Sisodia et al., 2014, p. 87). Consistently demonstrating adherence to the VMV builds trust and credibility. Connecting employees' work to the company's broader mission inspires commitment and dedication (Brown, 2018, p. 112).

Enhancing Organisational Culture and Performance

VMV shape organisational culture, driving collaboration, innovation, and inclusivity (Cameron & Quinn, 2011, p. 78). They attract and retain top talent who align with the company's values. Strategic alignment with the VMV drives performance and sustainable growth (Collins & Porras, 1996, p. 33). A strong reputation and brand identity are built on the company's commitment to its VMV (Sisodia et al., 2014, p. 45).

Navigating Change and Uncertainty

During times of change, VMV provide stability and direction (Kotter, 1996, p. 67). A resilient and adaptable workforce embodies the company's values in the face of uncertainty. Upholding values in crisis demonstrates integrity and ethical leadership (Brown, 2018, p. 89).

Strategies for Embedding VMV into Organisational DNA

Visible leadership commitment to the VMV sets the tone for the entire organisation. Effective communication and reinforcement ensure that employees understand and embody the VMV (Cameron & Quinn, 2011, p. 102). Integrating VMV into business processes, such as recruitment and performance management, reinforces their importance. Continuous evaluation and improvement ensure alignment with evolving business needs (Kotter, 1996, p. 76).

Vision, Mission, and Values are the foundation of a strong organisational culture and employee engagement. Senior leaders must prioritise articulating, reinforcing, and living the VMV to create a workplace where employees feel connected, motivated, and empowered to contribute their best. By embracing VMV, companies can build a resilient and successful organisation capable of thriving in today's competitive business landscape. Senior leaders must lead by example, demonstrating through their actions and behaviours that they are committed to living the VMV in every aspect of their roles.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300234566.

References:

Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.

Collins, J. C., & Porras, J. I. (1996). Building your company's vision. Harvard Business Review.

Kotter, J. P. (1996). Leading change. Harvard Business Press.

Sisodia, R., Sheth, J., & Wolfe, D. B. (2014). Firms of endearment: How world-class companies profit from passion and purpose. Pearson.

Addressing the Biggest Criticisms Against Human Resources

Thu, 28 Mar 2024 10:00:20 +1100

In the dynamic landscape of modern workplaces, Human Resources / People and Culture (HRPC) departments play a pivotal role in fostering organisational success and employee well being. All levels of the organisation are touched by this function and often has a direct impact on company success. However, despite their essential function, HRPC often faces criticism from various quarters. Let's delve into some of the most common criticisms against HRPC and explore ways to address them effectively.

One significant criticism levelled against HRPC is its perceived bureaucratic nature. Critics argue that HRPC processes can be cumbersome and slow, hindering agility and innovation within organisations. To counter this, HRPC professionals need to streamline procedures, embrace technology, and adopt agile practices to enhance efficiency while maintaining compliance and fairness.

According to renowned HRPC expert Dave Ulrich, "The challenge of HR is to build a strong culture, share it and live it." This underscores the importance of cultivating a culture of efficiency and collaboration within HR teams, thereby mitigating bureaucratic tendencies (Ulrich, 2016).

Another critique is the perception of HRPC as a cost centre rather than a strategic partner. Some view HRPC functions solely in terms of administrative tasks, overlooking their potential to drive business outcomes. HRPC leaders must actively align their strategies with organisational objectives, demonstrating how effective talent management and employee engagement contribute to bottom-line results.

As articulated by HRPC thought leader Josh Bersin, "HR is not about HR. HR begins and ends with the business." This highlights the imperative for HR professionals to integrate their efforts with broader business goals, thereby transforming HR from a cost centre into a strategic enabler (Bersin, 2014).

Criticism also arises regarding HRPC's handling of employee relations and conflicts. Some employees feel that HRPC tends to prioritise the interests of the company over their own. To address this, HRPC must cultivate a culture of trust and transparency, ensuring that employees feel heard and supported. Implementing robust conflict resolution mechanisms and fostering open communication channels can help mitigate these concerns.

Furthermore, there's often scepticism about HRPC's ability to keep pace with evolving workforce trends and technological advancements. To overcome this, HRPC professionals must invest in continuous learning and development, staying abreast of industry best practices and emerging technologies. By embracing innovation, HRPC can better anticipate and respond to the changing needs of both employees and employers.

Research conducted by Deloitte highlights that organizations with highly effective HR functions are more likely to achieve better stakeholder outcomes, including financial performance, customer satisfaction, and employee engagement (Deloitte, 2021).

It's essential to recognise that HRPC cannot operate in isolation, its success hinges on collaboration with business leaders. Effective HRPC practices require the active support and engagement of organisational leadership to drive meaningful change and foster a culture of excellence. It needs to also find the fine balance between employee needs and commercial outcomes, so both can achieved together.

In conclusion, while criticisms against HRPC are not uncommon, they present opportunities for growth and improvement. By addressing concerns around bureaucracy, strategic relevance, employee relations, and adaptability, HRPC can enhance its effectiveness and cement its position as a valued partner in organisational success.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300234566.

References:

Ulrich, D. (2016). The HR Value Proposition. Harvard Business Review Press.

Bersin, J. (2014). The Modern HR Department: A Think Global, Act Local Approach. Forbes. Retrieved from https://www.forbes.com/sites/joshbersin/2014/12/22/the-modern-hr-department-a-think-global-act-local-approach/?sh=446bc8c72b6b

Deloitte. (2021). Human Capital Trends. Retrieved from https://www2.deloitte.com/us/en/insights/topics/talent/human-capital-trends.html

What can Companies Strategically take forward as Learnings from the Covid Pandemic

Thu, 29 Feb 2024 09:47:27 +1100

Companies can strategically leverage learnings from the COVID 19 pandemic to enhance their operations, foster resilience, and create a more adaptable and employee centric environment. Here are key strategic considerations:

Embrace Flexible Work Models

Strategy: Where possible adopt and integrate flexible work models to accommodate diverse employee needs and enhance workforce agility.

Invest in Digital Transformation

Strategy: Accelerate digital transformation initiatives to enhance operational efficiency, customer engagement, and overall business resilience.

Prioritise Employee Well-being

Strategy: Implement robust wellbeing programs, including mental health support and work life balance initiatives, to enhance employee satisfaction and productivity.

Strengthen Supply Chain Resilience

Strategy: Enhance supply chain resilience by diversifying suppliers, investing in technology, and adopting agile strategies to mitigate future disruptions.

Foster a Culture of Adaptability

Strategy: Cultivate a culture that values adaptability, continuous learning, and innovation to navigate uncertainties and thrive in dynamic business environments.

Enhance Communication Strategies

Strategy: Develop clear and transparent communication strategies to keep employees, customers, and stakeholders informed, fostering trust and resilience.

Invest in Employee Skill Development

Strategy: Prioritise ongoing employee skill development to address evolving business needs and ensure that the workforce remains adaptable to changing industry landscapes.

Strategically incorporating these learnings can position companies for sustained success in the post pandemic era by creating more resilient, agile, and employee friendly organisations.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300234566

Looking over the People and Culture Horizon

Thu, 26 May 2022 16:55:05 +1000

Each day we hear and feel change. Each day we adjust to change. Some days more than others.

Together Leaders and the People and Culture function are constantly working to maximise the effectiveness of their business and people.

So what for our people are some of the current and emerging influential trends across our workplaces?

In no fixed order here are some topics to consider planning around;

Commitment to ESG Practices

This is Environment, Social and (Corporate Governance) practices. There are many ESG factors including Climate Change, Energy Efficiency, Diversity and Inclusion, Community Engagement, Stakeholder Engagement and Ethical Behaviour. People are increasingly looking for businesses which are more widely responsible than just driving profits and market share. BDO Australia have summarised nicely as to what ESG is at https://www.bdo.com.au/en-au/accounting-news/accounting-news-may-2021/what-is-esg

Flexible Work Practices

It was discovered as a result of the COVID pandemic that many roles can successfully be fulfilled without the need to attend the office everyday. Employers rather than employees are naturally more likely to want a higher level of office or worksite attendance and the push and pull between what works best is yet to fully play out. With unemployment at a 48 year low the needs of employees have never been louder. Those that find the right balance will likely have the widest choice when hiring and retaining their people whilst still maintaining customer satisfaction.

Modern HR Systems

Many organisations have failed to invest adequately in the upgrade of their core HR systems. Often the People and Culture function have been the recipient of the Finance Departments choice of system with the HR module integration rather than being able to choose something more purposeful for its employees. As employees and leaders move and experience modern HR systems and Apps it quickly becomes an attraction if they are ever to consider moving again.

Early Access to Wages

Within modern HR systems, the ability to calculate and make available to employees their daily wages is growing. This means employees have the ability to spend their wages as they are earnt rather than wait for their weekly, fortnightly or monthly pay. For any employee who has ever needed to find money to feed their family, to meet an emergency expense between pay days, or are more active around their personal investments, this feature will likely become a differentiator for where they choose to work.

Online Training

Together with remote working is the growing need to move general and leadership training online. This is more than mandatory compliance training. Not all training can be effective online but is something which requires some deeper review. There are many new online training platforms available providing the technology platform.

Mental Wellbeing

There has been tremendous progress in the awareness mental wellbeing. This is something which was possibly traditionally ignored or thought to have been solved through the provision of an EAP service. Organisations who can be more in touch with their employees in real time, provide them a safe environment to express themselves and work, will likely build a stronger engaged workforce.

Inflation

There seems no doubt we are entering into a period of higher inflation. With almost 5 generations of employees now across some workplaces it will affect everybody in different ways. It will likely motivate companies to start looking for internal savings and employees to start looking for personal savings on the home front. It may also start the upward wages pressure on companies and more active unions. Either ways, everybody will likely feel some effect from inflation which will need managing.

Linq HR are specialists in Career and Vendor Selection. We help HR/PC professionals grow, and businesses find the right HR vendors and suppliers.

Linq HR's Second Anniversary

Tue, 17 May 2022 10:26:03 +1000

As Linq HR passes by its second year anniversary we wish to send out our sincere thanks to our early adopter Clients and HR Vendors who quickly believed in us and backed us from the start.

As the Linq HR door opened during March 2020 the country entered widespread lockdowns due to the Covid outbreak.

This tested our conviction, but we knew assisting HR teams and businesses search and find the right HR Vendors was something which could be valued.

Pioneering meant our start wasn't perfect. The open and honest feedback we received from many along our journey has helped us continually improve and adjust.

Soon we move into our first office in South Yarra, and look forward to continuing our journey and expanding our service portfolio to fill the needs of our colleagues within the HR/P&C profession and the businesses they serve.

Using our experience in the HR marketplace we can save you valuable time finding the right HR vendor for your organisation.

If you’re thinking of searching for a new HR vendor, just reach out to us by calling 1300 234 566.