Linq HR - HR, Employee Relations and HR Tech Insights #employee motivation

The Value of Cultivating a Positive Employee Experience

Wed, 27 Nov 2024 10:58:23 +1100

In brief: A positive employee experience is built on an inclusive culture, support for wellbeing and mental health, and well-chosen technology. According to Diversity Council Australia's Inclusion@Work Index, inclusive teams are 9.5 times more likely to be innovative and workers in inclusive teams are three times less likely to leave their organisation. The Productivity Commission put the cost of absenteeism and presenteeism linked to mental ill-health at between $13 billion and $17 billion a year for the Australian economy.

In today's dynamic business environment, the significance of creating a positive Employee Experience (EX) has become increasingly apparent.

A well structured EX strategy can encompass fostering an inclusive workplace culture, prioritising employee wellbeing and mental health, and leveraging technology to enhance employee experiences. These approaches not only benefit employees but also contribute to the overall success of organisations. This article looks at each.

Fostering a positive and inclusive workplace culture is a cornerstone of EX. Organisations that embrace diversity and inclusion can create an environment where employees feel valued and respected, regardless of their background or identity. The evidence for this in Australia is strong: Diversity Council Australia’s 2025–2026 Inclusion@Work Index found that inclusive teams are 9.5 times more likely to be innovative, 8.5 times more likely to work together effectively, and that workers in inclusive teams are three times less likely to leave their organisation (Diversity Council Australia, 2025).

Prioritising employee wellbeing and mental health is another critical aspect of EX. Companies that invest in mental health resources and promote work-life balance demonstrate a commitment to their employees' holistic wellbeing. The cost of not doing so is measurable: absenteeism and presenteeism linked to mental ill-health cost the Australian economy between $13 billion and $17 billion a year, according to the Productivity Commission’s 2020 mental health inquiry (Mentally Healthy Workplaces, n.d.). Employees who feel supported in their mental health seem more likely to be engaged and productive, ultimately benefiting the organisation as a whole.

Leveraging technology to enhance employee experiences is also essential in today's digital age. Technology can streamline processes, facilitate communication, and provide employees with the tools they need to perform their jobs effectively. By using well-chosen technology, organisations can create a more efficient and satisfying work environment, leading to improved performance and employee satisfaction.

So creating a positive employee experience appears to be worth the focus. By fostering an inclusive culture, prioritising wellbeing, and leveraging technology, organisations can cultivate a motivated, engaged, and productive workforce. This, in turn, can drive organisational success and position companies to thrive in an increasingly competitive market.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566.

Further reading:Navigating Employee Workplace Stress and Resenteeism in the Workplace.

References

Diversity Council Australia (2025) Inclusion@Work Index 2025–2026. Sydney: DCA. Available at: https://www.dca.org.au/inclusion-work-index (Accessed: 5 November 2026).

Mentally Healthy Workplaces (n.d.) Benefits of a mentally healthy workplace, citing Productivity Commission (2020) Mental Health, Inquiry Report No. 95. Available at: https://beta.mentallyhealthyworkplaces.gov.au/explore-modules/foundations-mentally-healthy-workplace/setting-success/benefits-mentally-healthy (Accessed: 5 November 2026).

Navigating Employee Workplace Stress

Thu, 14 Nov 2024 09:37:20 +1100

In brief: Workplace stress arises mainly from three sources: workload stress from excessive demands and unrealistic deadlines, which can lead to burnout (Maslach and Leiter, 2016); interpersonal stress from conflict with colleagues or supervisors; and role ambiguity where expectations are unclear. Because people tolerate stress differently, employers should personalise stress management, maintain regular feedback between employees and supervisors, offer wellness programs and a confidential Employee Assistance Program, and use pulse or engagement surveys to identify stress-related disengagement before employees resign.

In today's work environment, unfortunately various levels of stress has become an almost inevitable part of professional life. Employees encounter various types of stressors, each with unique impacts on their mental and physical wellbeing.

Recognising these stressors and implementing effective coping mechanisms is essential for maintaining a productive workforce.

One prevalent type of stress is workload stress, which arises from excessive job demands and unrealistic deadlines. This can lead to burnout, characterized by emotional exhaustion and reduced performance (Maslach & Leiter, 2016). To mitigate workload stress, employers should encourage realistic goal setting and provide resources for time management. They should also check their organisation structures and seek out more effective work flows and eliminating non-productive activities and meetings.

Interpersonal stress is another significant factor, stemming from conflicts with colleagues or supervisors. Such stress can affect team dynamics and employee morale (Einarsen et al., 2011). Promoting open communication and conflict resolution training can help in addressing interpersonal stress effectively. Hiring people with the right personality profile and team fit can assist. Having strong HR support with team dynamics and conflict resolution skills can assist in working with employees to eliminate conflict.

Role ambiguity, where employees are unclear about their job expectations, can also contribute to stress. This uncertainty can lead to job dissatisfaction and decreased motivation (Beehr & Glazer, 2005). Clear communication of roles and responsibilities by management can alleviate this type of stress. At the basic level this can include clear role descriptions, reporting lines and the proper systems and tools in place to support smooth productivity.

It is crucial to acknowledge that individuals possess different stress tolerance levels. What may seem overwhelming to one employee might be manageable for another. This variance highlights the importance of personalized stress management strategies (Lazarus & Folkman, 1984). Effective feedback loops between employees and their supervisors where stress levels are constantly monitored can assist in levelling out stress levels by making adjustments as work continues.

Employers can support their staff by implementing wellness programs that focus on stress reduction techniques such as mindfulness, exercise, and counselling services. Promoting a healthy worklife balance is helpful as well as having access to a confidential Employee Assistance Program.

Conducting regular pulse or more comprehensive employee engagement surveys can assist with measuring the levels of employee engagement across the organisation. Areas with lower engagement can often be caused by high levels of employee stress from the long list of possible causes. It provides another opportunity to deep dive and address the root causes before employees become to overwhelmed or decide to resign and leave.

Finally, understanding the diverse stressors employees face and recognising individual differences in stress tolerance are key to fostering a supportive work environment. By adopting proactive measures, organisations can enhance employee wellbeing and productivity.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:Psychological Hazards at Work: What Supervisors Must Do and Mastering Busyness: Turning Overload into Productive Impact.

References

Beehr, T. A., & Glazer, S. (2005). Organizational Role Stress. In J. Barling, E. K. Kelloway, & M. R. Frone (Eds.), Handbook of Work Stress (pp. 7-33). Sage Publications.

Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2011). Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice. CRC Press.

Lazarus, R. S., & Folkman, S. (1984). Stress, Appraisal, and Coping. Springer Publishing Company.

Maslach, C., & Leiter, M. P. (2016). Understanding the Burnout Experience: Recent Research and Its Implications for Psychiatry. World Psychiatry, 15(2), 103-111.

Resenteeism in the Workplace: Understanding and Addressing the Growing Issue

Thu, 19 Sep 2024 13:13:54 +1000

In brief: Resenteeism is an emerging workplace phenomenon where employees stay in their roles despite feeling disengaged and resentful; unlike absenteeism, they are physically present but mentally and emotionally checked out. It is driven by economic uncertainty, limited job mobility and burnout, and colleagues often notice it before supervisors do. Employers can address it through a supportive culture built on open communication and trust, development and career progression, recognition, work-life balance and transparency.

Resenteeism is an emerging workplace phenomenon where employees stay in their roles despite feeling disengaged and resentful, leading to diminished productivity and a negative organisational culture. Unlike absenteeism, where employees physically remove themselves from work, resenteeism occurs when workers are present but mentally and emotionally checked out. The term, popularised in 2023, is treated in the research literature as a form of work disengagement (Hungerford, Jackson and Cleary, 2025).

The Rise of Resenteeism

In today’s workplace, factors such as economic uncertainty, lack of job mobility and burnout contribute to the rise of resenteeism. Employees may feel trapped in their roles, unable to seek better opportunities or afraid of the consequences of leaving, resulting in simmering frustration and resentment. Gartner’s mid-2024 Global Talent Monitor, the source behind much Australian commentary on ‘organisational ennui’, put highly engaged employees at 22.8% and the share who saw their workplace as innovative at an all-time low of 14% (Neilson, 2024). Colleagues rather than supervisors are sometimes the first to notice when this is occurring.

Update (November 2026): The conditions that feed resenteeism have not eased. Gallup’s 2026 report found only 21% of Australian employees were engaged at work in 2025 and 50% had experienced stress a lot of the previous day (Gallup, 2026).

Impact on Organisations

Resenteeism has far-reaching effects on an organisation. Disengaged employees may fulfil their basic duties but lack motivation to contribute beyond the minimum. This leads to decreased innovation, collaboration, and overall efficiency: Gallup’s meta-analysis found business units in the bottom quartile for engagement trail the top quartile by 18% on productivity and 23% on profitability (Gallup, n.d.). Moreover, a workplace rife with resenteeism can become toxic, spreading dissatisfaction and negatively impacting team dynamics.

Addressing Resenteeism

To combat resenteeism, organisations must focus on creating a positive and supportive workplace culture. Open communication and creating an environment of trust is key, allowing employees to express concerns and feel heard. Leaders should also prioritise employee development, offering opportunities for growth and career progression. Neilson (2024) reports Gartner’s view that recognising and rewarding employees’ role in the bigger picture is part of the antidote, alongside addressing underlying causes of dissatisfaction such as work-life balance.

Transparency and shared values

Finally, fostering a culture of transparency and ensuring alignment between employees’ personal values and the organisation’s mission can help reengage disillusioned workers. By addressing the root causes of resenteeism, organisations can restore a sense of purpose and motivation within their teams.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:The value of cultivating a positive employee experience and Navigating workplace stress.

References

Gallup (2026) State of the Global Workplace: 2026 report (Australia country data). Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/704474/state-global-workplace-australia-country-level-data.aspx (Accessed: 6 November 2026).

Gallup (n.d.) The benefits of employee engagement. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx (Accessed: 6 November 2026).

Hungerford, C., Jackson, D. and Cleary, M. (2025) ‘Quiet quitting, resenteeism and other forms of disengagement: what are the answers for nurses?’, Journal of Advanced Nursing, 81(6), pp. 2855–2857. doi:10.1111/jan.16574.

Neilson, K. (2024) ‘Are we barrelling towards a period of organisational ennui?’, HRM Online, 18 September. Melbourne: Australian HR Institute. Available at: https://www.hrmonline.com.au/organisational-enablement/are-we-barrelling-towards-a-period-of-organisational-ennui (Accessed: 6 November 2026).

How HR Can Impact an Organisation's Customer Service Levels

Thu, 15 Aug 2024 12:45:44 +1000

In brief: HR impacts an organisation's customer service levels by shaping the quality, motivation and engagement of its workforce. Five areas matter: selecting talent that fits customer service values, ongoing training in soft skills such as communication and emotional intelligence, retaining top performers through talent management, engaging employees through recognition and work-life balance, and performance management with clear standards and coaching. Together these build a workforce that is both capable and committed.

Human Resources / People (HRP) play a pivotal role in shaping an organisation's customer service levels, as it directly influences the quality, motivation, and engagement of the workforce.

When HR practices are strategically aligned with customer service goals, organisations can achieve higher customer satisfaction, which often translates to stronger business performance.

1. Talent Selection

HRP ensures that the right individuals are hired into the right roles. By developing clear job descriptions and using targeted recruitment strategies, HRP can attract candidates who not only have the necessary skills but also embody the organisation's customer service ethos - regardless of where they work in the organisation. This alignment from the start ensures that new hires are better equipped to meet customer needs (Huselid, 1995).

2. Training and Development

Ongoing training is essential for maintaining high levels of customer service. HRP is responsible for implementing training programs that develop employees' soft skills, such as communication, problem-solving, and emotional intelligence. These programs ensure that staff are prepared to handle customer interactions effectively and with empathy, leading to better customer experiences (Schneider & Bowen, 1995).

3. Talent Management

Talent management is crucial in ensuring that the organisation retains top performers who are pivotal to delivering excellent customer service. HRP's role in identifying, developing, and retaining high-potential employees ensures that the organisation has a consistent pipeline of skilled individuals ready to step into key roles. Effective talent management strategies, such as succession planning and leadership development, contribute to a stable and knowledgeable workforce, directly impacting customer service quality (Collings & Mellahi, 2009).

4. Employee Engagement

Engaged employees are more likely to provide exceptional customer service. HRP can foster engagement through initiatives that promote a positive work environment, such as recognising and rewarding excellent performance, providing opportunities for growth, and ensuring work-life balance. When employees feel valued, they are more likely to go the extra mile for customers (Harter, Schmidt & Hayes, 2002).

5. Performance Management

HR's role in performance management also impacts customer service. By setting clear performance standards and regularly assessing employees against these benchmarks, HRP along with the organisation's leaders ensures that customer service levels are maintained and improved over time. Constructive feedback and coaching further empower employees to enhance their service delivery (Aguinis, 2013).

In conclusion, HRP is integral to driving customer service excellence. By focusing on talent selection, training, talent management, engagement, and performance management, HRP helps create a workforce that is not only capable but also committed to delivering outstanding customer experiences.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566.

Further reading:Does a High Performance Culture Lead to Higher Performing Employees? and Identifying Workplace Training Needs.

References

Aguinis, H. (2013). Performance management (3rd ed.). Pearson Education Limited.

Collings, D.G. & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304-313.

Harter, J.K., Schmidt, F.L. & Hayes, T.L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279.

Huselid, M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.

Schneider, B. & Bowen, D.E. (1995). Winning the service game. Harvard Business School Press.

The High Costs of Neglecting Employee Induction

Fri, 14 Jun 2024 11:41:44 +1000

In brief: Neglecting a proper induction program for new employees carries costs in turnover, productivity, engagement, training and reputation. According to the Society for Human Resource Management (SHRM), replacing an employee costs six to nine months of their salary, while the Aberdeen Group found organisations with a formal onboarding process had 54% greater new hire productivity. Gallup reports disengaged employees are 37% more likely to be absent and have 18% lower productivity, making comprehensive induction essential.

A well structured induction program is critical for integrating new employees into a company. However, many businesses underestimate the costs associated with not having an effective induction process. The ramifications can be far reaching, affecting various aspects of the organisation.

Increased Turnover Rates

One of the most significant costs of neglecting a proper induction program is higher employee turnover. New hires who do not receive adequate orientation are more likely to feel disconnected and undervalued, leading to early resignations. According to the Society for Human Resource Management (SHRM), the average cost of replacing an employee can range from six to nine months of the employee's salary. This includes expenses related to recruiting, hiring, and training new staff . The Australian Human Resources Institute (AHRI) highlights similar concerns, emphasising that effective onboarding is crucial for retaining talent in the competitive Australian job market.

Decreased Productivity

Without a proper induction, new employees may take longer to reach full productivity. An effective induction program equips new hires with the necessary knowledge and tools to perform their roles efficiently. The lack of such a program can result in confusion, mistakes, and delays, ultimately impacting the overall productivity of the team. Research from the Aberdeen Group highlights that organisations with a formal onboarding process experience 54% greater new hire productivity . In Australia, companies that invest in comprehensive onboarding programs have seen substantial improvements in new hire productivity.

Poor Employee Engagement

Employee engagement is crucial for maintaining a motivated and committed workforce. A comprehensive induction program helps new employees understand the company's culture, values, and expectations, fostering a sense of belonging and purpose. Without this foundation, employees may feel isolated and disengaged. Gallup reports that disengaged employees are 37% more likely to be absent and have 18% lower productivity, affecting the company's bottom line . The Australian Government's Fair Work Ombudsman also underscores the importance of employee engagement in reducing absenteeism and improving workplace morale.

Increased Training Costs

Improper induction can lead to increased training costs in the long run. Without a clear understanding of their roles and responsibilities, new employees may require additional training and supervision. This not only strains existing resources but also diverts attention from other critical tasks.

Impact on Company Reputation

A company's reputation can also suffer from a lack of a proper induction program. Word-of-mouth and online reviews from disgruntled former employees can deter potential talent from joining the organisation. In today’s competitive job market, maintaining a positive employer brand is essential for attracting and retaining top talent. In Australia, employer branding is increasingly recognised as a key factor in recruitment strategies.

In conclusion, the costs of not having a proper induction program for new employees are substantial and multifaceted. Investing in a comprehensive induction process is not just beneficial but essential for the long term success and sustainability of any organisation.

Linq HR are Australian Employment and Workplace Specialists assisting organisations and employees be their best at work. Ph 1300 234 566.

Further reading:The Value of Cultivating a Positive Employee Experience and Benefits of Writing a Position Description.

References

Australian Human Resources Institute (AHRI). "Effective Onboarding: The Key to Retention." Retrieved from AHRI, https://www.ahri.com.au/resources/ahriassist/recruitment-and-termination/onboarding/

Gallup (2017). "State of the American Workplace." Retrieved from Gallup, https://www.gallup.com/workplace/238085/state-american-workplace-report-2017.aspx

Fair Work Ombudsman. "Managing Underperformance." Retrieved from Fair Work Ombudsman, https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-guides/managing-underperformance

HRM Online (AHRI). "Employer Branding: Attracting the Best Talent." Retrieved from HRM Online, https://www.ahri.com.au/articles/employer-branding-attracting-best-talent/

Celebrating International HR Day: Embracing Challenges and Opportunities

Mon, 20 May 2024 09:41:12 +1000

In brief: International HR Day recognises the role HR and People professionals play in shaping successful organisations through positive work cultures, employee engagement and legal compliance. Current challenges include keeping remote and hybrid teams cohesive, helping employees adopt new digital tools and making the case for technology funding, and aligning workplace policies with community values. HR decisions influence employee engagement and, in turn, customer satisfaction, making HR a strategic partner rather than only an administrator.

International HR/People Day celebrates the pivotal role HR/People professionals play in shaping successful organisations. They foster positive work cultures, enhance employee engagement, and ensure legal compliance, impacting stakeholders at all levels.

Update (November 2026): International HR Day is held on 20 May each year. It was launched in 2019 by the European Association for People Management and is now marked by HR bodies worldwide; the 2026 theme was ‘Empower people to lead change’ (EAPM, 2026).

Navigating the Post-Pandemic Workplace

A significant challenge HR/People faces today is navigating the post-pandemic workplace. Remote and hybrid work models offer flexibility but complicate maintaining organisational cohesion and engagement. HR/People must develop strategies for managing remote teams effectively, leveraging technology for virtual collaboration and support.

Update (November 2026): Hybrid work has settled rather than retreated. In August 2025, 36% of employed Australians usually worked from home, little changed from 2023 and 2024 and below the 40% peak of August 2021 (Australian Bureau of Statistics, 2025). Engagement remains the harder problem: Gallup reports only 21% of Australian employees were engaged at work in 2025 (Gallup, 2026).

Adapting to Rapid Technological Change

Another pressing challenge is adapting to rapid technological change. As digital transformation accelerates, HR/People must keep pace with new tools and platforms revolutionising work management; Gartner’s 2026 HR Priorities Survey of 426 chief HR officers ranked AI transformation of HR operations as the top priority (Gartner, cited in HC Magazine, 2026). This requires continuous learning and ensuring employees embrace innovation. The organisation needs to fund these technologies for the benefit of employees and in support of better decision making around people related issues.

Societal Influences on HR/People Decisions

Increasingly, societal views influence HR/People decisions. Social issues and cultural shifts impact organisational policies, requiring HR/People to align with community values. This responsiveness builds trust and enhances the organisation's reputation.

Impact on Employee Engagement and Customer Satisfaction

HR/People decisions directly impact employee engagement and customer satisfaction. When employees feel supported, they are more productive, leading to improved customer experiences: Gallup’s meta-analysis found top-quartile engagement units outperform bottom-quartile units by 10% on customer loyalty and 18% on productivity (Gallup, n.d.).

Highlighting HR/People's Importance

HR/People’s influence spans across the organisation, impacting employee morale, productivity, and ultimately, organisational success. By fostering a positive work environment, adapting to change, and aligning with societal values, HR/People professionals play a crucial role in driving growth and innovation. They are not just administrators but strategic partners, shaping the future of the organisation.

Thank your HR team today

As we celebrate International HR/People Day, we acknowledge the dedication of HR/People professionals worldwide. By addressing post-pandemic workplace challenges, adapting to technological change, and responding to societal influences, they shape a more inclusive future.

Take the opportunity to thank your HR/People team today for navigating complex challenges with skill and compassion.

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:HR challenges 2025: priorities for success and The future of HR roles in Australia.

References

Australian Bureau of Statistics (2025) Working arrangements, Australia, August 2025. 12 December. Available at: https://www.abs.gov.au/statistics/labour/earnings-and-working-conditions/working-arrangements/aug-2025 (Accessed: 6 November 2026).

European Association for People Management (2026) International HR Day – 20 May 2026. Available at: https://www.eapm.org/international-hr-day/ (Accessed: 6 November 2026).

Gallup (n.d.) The benefits of employee engagement. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx (Accessed: 6 November 2026).

HC Magazine (2026) ‘AI transformation tops HR priorities for 2026’, 9 January. Available at: https://www.hcamag.com/au/specialisation/hr-technology/ai-transformation-tops-hr-priorities-for-2026/561446 (Accessed: 6 November 2026).

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

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

In brief: Vision, mission and values shape culture and employee engagement rather than simply decorating a page: a vision describes the future, a mission defines purpose and direction, and values guide behaviour and decisions. Aligning personal goals with them gives employees purpose and belonging, and consistent adherence builds trust, particularly during change or crisis. Senior leaders must embody them through their own actions, communicate them consistently and integrate them into recruitment and performance management.

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 is not enough to merely articulate these principles; 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). A clear mission statement defines the purpose and direction of the organisation (Kotter, 1996). Core values guide behaviour and decision making, fostering a culture of integrity and accountability (Cameron & Quinn, 2011).

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). 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).

Enhancing Organisational Culture and Performance

VMV shape organisational culture, driving collaboration, innovation, and inclusivity (Cameron & Quinn, 2011). 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). A strong reputation and brand identity are built on the company's commitment to its VMV (Sisodia et al., 2014).

Navigating Change and Uncertainty

During times of change, VMV provide stability and direction (Kotter, 1996). 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).

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). 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).

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 1300 234 566.

Further reading:Does a High Performance Culture Lead to Higher Performing Employees? and The Value of Cultivating a Positive Employee Experience.

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 (3rd ed.). Jossey-Bass.

Collins, J. C., & Porras, J. I. (1996). Building your company's vision. Harvard Business Review, 74(5), 65–77.

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

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

Biggest Criticisms of HR and How to Address Them

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

In brief: The biggest criticisms of HR are bureaucracy and red tape, being viewed as a cost centre, perceived company bias in grievances, and doubts about its strategic impact. Responses include streamlining procedures, aligning HR strategy with business goals, building trust through robust conflict resolution, and continuous learning. Boston Consulting Group research found companies highly capable in people management achieved up to 3.5 times the revenue growth and 2.1 times the profit margins of less capable companies.

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.

Criticism 1: Bureaucracy and Red Tape

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.

Dave Ulrich and Wayne Brockbank argue that HR adds value by building organisational capabilities, including a strong, shared culture (Ulrich and Brockbank, 2005). This underscores the importance of cultivating a culture of efficiency and collaboration within HR teams, thereby mitigating bureaucratic tendencies.

Criticism 2: HR as a Cost Centre

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 HR academic Dave Ulrich puts it, “HR is not about HR but the business” (Ulrich, 2018). 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.

Criticism 3: Handling Employee Grievances

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.

Criticism 4: Strategic Impact

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 by Boston Consulting Group and the World Federation of People Management Associations found that companies highly capable in core people-management practices achieved up to 3.5 times the revenue growth and 2.1 times the profit margins of less capable companies (Strack et al., 2012).

A Shared Responsibility With Leadership

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 1300 234 566.

Further reading:SMEs: The Risks of Not Using Professional HR Advice and Who Is Ultimately Responsible for Termination Decisions?.

References

Strack, R., Caye, J.-M., von der Linden, C., Quirós, H. and Haen, P., 2012. From Capability to Profitability: Realizing the Value of People Management. [online] Boston Consulting Group and World Federation of People Management Associations, 2 August. Available at: https://www.bcg.com/publications/2012/people-management-human-resources-leadership-from-capability-to-profitability

Ulrich, D., 2018. HR is not about HR. [online] HR.com, 19 March. Available at: https://crm.hr.com/en/magazines/all_articles/hr-is-not-about-hr_jexxl8lr.html

Ulrich, D. and Brockbank, W., 2005. The HR Value Proposition. Boston: Harvard Business School Press.

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

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

In brief: Companies can strategically take forward seven learnings from the COVID-19 pandemic: flexible work models, digital transformation, employee wellbeing programs including mental health support, supply chain resilience through supplier diversification, a culture of adaptability and continuous learning, clear communication with employees and stakeholders, and ongoing skill development. Applied together, these approaches build resilience and help organisations become more adaptable and employee-centred in the post-pandemic era.

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.

Update (November 2026): The first of these learnings has stuck. Working from home went from less than 8% of Australians before the pandemic to 40% at its 2021 peak (Productivity Commission, 2021) and has settled at 36% of employed people, including 59% of managers and professionals (Australian Bureau of Statistics, 2025). The Productivity Commission’s 2025 review concluded that ‘hybrid work tends to be beneficial to productivity, or at least, is not detrimental to productivity’, while noting that fully remote work can have a negative effect (Productivity Commission, 2025; Wood, 2025). Only 22% of Australian CEOs now expect a full-time return to the office (Tilo, 2025).

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.

Update (November 2026): Wellbeing remains unfinished business. Gallup’s 2026 report found 50% of Australian employees had experienced stress a lot of the previous day and only 21% were engaged at work (Gallup, 2026a). The right to disconnect, in force for all employers since 26 August 2025, now gives employees a legal basis to refuse unreasonable after-hours contact (Department of Employment and Workplace Relations, 2024).

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.

Putting the learnings to work

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

Linq HR provides fractional employee relations support to Australian employers and operates Workforce Directory, Australia’s HR services marketplace. Ph 1300 234 566.

Further reading:Adapting to remote working during a pandemic and Workforce management belongs on the strategic agenda.

References

Australian Bureau of Statistics (2025) Working arrangements, Australia, August 2025. 12 December. Canberra: ABS. Available at: https://www.abs.gov.au/statistics/labour/earnings-and-working-conditions/working-arrangements/aug-2025 (Accessed: 6 November 2026).

Department of Employment and Workplace Relations (2024) Right to disconnect. Fact sheet, November. Canberra: DEWR. Available at: https://www.dewr.gov.au/es/download/16162/right-disconnect/38654/right-disconnect/pdf (Accessed: 6 November 2026).

Gallup (2026a) State of the Global Workplace: 2026 report – Australia. Washington, DC: Gallup. Available at: https://www.gallup.com/workplace/704474/state-global-workplace-australia-country-level-data.aspx (Accessed: 6 November 2026).

Productivity Commission (2021) Working from home. Commission research paper, 16 September. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/research/completed/working-from-home (Accessed: 6 November 2026).

Productivity Commission (2025) Productivity before and after COVID-19. Commission research paper, 28 May. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/research/completed/productivity-before-after-covid (Accessed: 6 November 2026).

Tilo, D. (2025) ‘Australian CEOs reverse expectations on working from home’, HC Magazine, 8 October. Available at: https://www.hcamag.com/au/news/general/australian-ceos-reverse-expectations-on-working-from-home/552269 (Accessed: 6 November 2026).

Wood, D. (2025) Don’t stray from the sensible centre on working from home. 30 October. Canberra: Productivity Commission. Available at: https://www.pc.gov.au/media-speeches/articles/sensible-centre-working-from-home (Accessed: 6 November 2026).

When You Need an External Workplace Investigator

Wed, 02 Mar 2022 09:13:19 +1100

In brief: An external workplace investigator is needed when an organisation lacks the time, expertise or impartiality to investigate a complaint properly. Employers receiving a complaint, whether formal or informal, will likely need to investigate and respond in a timely manner, and complaints can span discrimination, harassment, bullying, misconduct, theft and social media misuse. An independent investigator should know workplace complaint laws, act impartially and promptly, identify underlying causes and report formally with recommendations.

Australian workplaces are subject to some of the most complex and comprehensive laws in the world. This is evidenced by the significant increase in workplace specialist lawyers available to represent either employers or employees.

There are multiple generations of workers working together in the same workplaces who all have varying views on workplace expectations and values. But regardless of their differences must all find ways to work effectively together for a common purpose.

If you are an employer and receive a workplace complaint, whether it is formal or informal, you will likely need to or be obliged to investigate and respond in a timely manner. To achieve or maintain an engaged and motivated workforce it is in an organisation's interest to investigate all complaints.

Complaints can range and may include discrimination, harassment, bullying, misconduct, theft, public misuse of social media, or being overlooked for a promotion. Sometimes they can be complex and involve more than one type of complaint. They can come from or be about any level within the organisation from the shop floor to the C-Suite.

Many workplaces are losing the ability to keep pace with the myriad of workplace laws which can be the basis of a complaint and their responsibilities under those laws to respond. They may be time poor and struggle to properly investigate complaints or just shrug them off hoping they simply go away. They may lack the internal expertise to properly investigate and decide a proper response towards resolving the complaint.

This is where engaging a professional independent Workplace Investigator can assist. Such an investigator must be knowledgeable of workplace laws in relation to complaints, act impartially and expeditiously, be able to identify the underlying causes which led to the complaint if possible, and be able to formally report including recommendations with a view of resolving the situation.

Further reading:Psychological Hazards at Work: A Critical Responsibility for Supervisors and Who Is Ultimately Responsible for Termination Decisions?.

If your organisation needs to find an independent workplace investigator to assist with a complaint, Workforce Directory, Australia’s HR services marketplace operated by Linq HR, lists workplace investigation providers. For employee relations support, Linq HR provides fractional employee relations services to Australian employers. Ph 1300 234 566.