Dr Peter SaulDirector, Strategic Consulting Group
AHRI National Convention, May 1999
“The view I reached is that life is an inherently disappointing experience for most human beings. Some people can’t cope with that.”
Premier, Bob Carr, speaking after the NSW Drugs Summit
21st May 1999
“I have huge workloads, no time off in lieu, no tea breaks, no adequate training. Some weeks I don’t have time to think and have suffered anxiety and stress. I actually had to take time off and sought counselling and medication. People never take a day off in lieu.” Finance sector worker
“I thought, this is not a status symbol [regularly working 12 hour days, including weekends], this shows that you have nothing else to go home to. I started to see that I had swallowed the corporate myth and that it wasn’t particularly healthy….There was more to life than just work”. Senior HR manager
Source: “Australia at Work” (p. 6 and p.110)ACIRRT, Sydney 1999
“Australia’s business world is a pathetic corporate structure filled with work-obsessed male executives. The pervasive culture is that employees are owned. Commitment is defined not by productivity or efficiency, but by the number of hours one puts in.
“…[working fathers] continually state that their children are the most important thing in their lives but never spend any time with them. They refuse to change the corporate culture through which they battled their way to the top, often at great cost to their families”.
Daniel Petre, ex MD of Microsoft Australia
and author of “Father Time”
no change 36%
Amount of stress on job:
no change 42%
Pace of the job:
no change 49%
Satisfaction with work/family balance:
no change 58%
Satisfaction with job:
no change 40%
Source: Derived from AWIRS 95, Employee Survey reported in Australia at Work 1999, p. 106IMPACT OF WORKPLACE CHANGES
Sydney Morning Herald, p.1, January 2nd, 1996
"You can plan everything in your life, and then the roof caves in on you because you haven't done enough thinking about who you are and what you should do with the rest of your life.... People ask me why I'm still working so hard. I tell them that without that, and without my kids and grandkids, I'd lose it - I'd have nothing".
- after three years of retirement from Chrysler
Fortune, 24 June 1996, p. 47
THE MORE CREATIVITY, COMMITMENT, PASSION, CARING, TEAMWORK AND DISCRETIONARY EFFORT EMPLOYERS WANT FROM THEIR STAFF, THE MORE OF THE WHOLE HUMAN BEING THEY WILL HAVE TO INVITE INTO THE EMPLOYMENT RELATIONSHIP
“In Chaos you cannot do, you cannot plan, you cannot reason to an end point. In Chaos, you can only be.”
“The 500-Year Delta” by Jim Taylor and Watts Wacker 1997, p.16
“We don't see things the way they are. We see things the way we are.”
We want economic, social and environmental wealth plus psychological “wealth” of “keeping up”
Constant pressures to aspire to more, different
We work (harder) to satisfy current and future wants
Economically biased cultures and tough “people” policies
Less time for non-work life, including citizenship
Dependence on 3rd parties; and demand for “passive” $
Pressure on leaders for $ performance
Emphasis on $ returns and not falling behind peers
Third parties driven by their values, norms, perceptions
What are the 5 most important competencies or characteristics you strive to develop because you believe they are essential to being a successful HR professional?
What are the 5 most important competencies or characteristics you strive to develop because you believe they are essential to being a successful human being?
What are the consequences of striving to develop and demonstrate the latter competencies and characteristics in your current organisation?
“Everyone from the far Left to the far Right, from business and from welfare, is using the same language, stressing the need for an integration of social and economic policy; for the promotion of social inclusion; for the rebuilding of our stocks of social capital”.Michelle Gunn reporting in the Weekend Australian on “Australia Unlimited” conference held in Melbourne on 4-5 May 1999
LEADERS WHO ARE SUCCESSFUL IN ATTRACTING THE BEST (SCARCE) TALENT WILL HAVE PEOPLE MANAGEMENT POLICIES AND PRACTICES THAT SUPPORT THEM IN :
One morning, after travelling fast through the jungles of Africa, Andre Gide (the French author) urged his native guides to get moving. They looked at him and with firmness said: “Don’t hurry us - we are waiting for our souls to catch up with us”.
Adapted from “Organisational Mindfulness”
by Tom Heuerman with Diane Olson