1. THE FIJI EXPERIENCE

2.  US Online Company  Offers new employees a sum of money to leave after one week  Testing their Commitment to the company  Would this work in Fiji????

3.  Gen X vs Millenials vs Gen I  Adverse Impact  Aging Workforce  Worklife Balance  Emotional Intelligence  Employment Branding  Balanced Scorecard  Blended Workforce  Corporate Social Responsibility  Human Capital Management

4.  Horizontal Integration  Intangible Rewards  Knowledge Management  Offshoring  360 degree appraisals  Talent Management  Transformational Leadership  VIRTUAL HR

5.  We Don’t  Trial and Error  Experience  A strong network of HR contacts

6.  5 current HR practices that I think would work well in Fiji:  ONBOARDING  SUSTAINABLE EMPLOYEE ENGAGEMENT  TALENT MANAGEMENT  RECOGNITION AND REWARDS  EMPLOYER BRANDING

7.  More than just Orientation  Mechanism through which employees acquire the knowledge, skill and behaviours to become effective organisation members  Research shows that socialisation techniques used in onboarding lead to positive outcomes – higher job satisfaction, better job performance, higher retention levels.

8.  Some larger multi-nationals have this in place  Most companies do some kind of orientation, as it is generally accepted that new employees need to learn the rules and policies of the company when they start  Not a lot of information available to convince companies to invest a lot of effort and resources in lengthy onboarding processes  Shangri-La Onboarding is themed:  Phase 1 - Discover  Phase 2 - Explore  Phase 3 - Care

9.  Movement away from Employee Satisfaction to Employee Engagement  Growing evidence that validates the quantifiable relationship between engagement and performance  Engaged employees outperform their Non- engaged counterparts  Towers Watson –Sustainable Employee Engagement i.e. Employee must be:  Engaged  Enabled  Energised

10.  Most of the smaller, local companies do not have the resources to formally measure employee engagement  Not too difficult to do as there are now lots of online tools around e.g. surveymonkey.com  Influencing employee engagement is not difficult – needs to be a change of mindset in regards to some things that are traditionally seen as “costs”  HR should be able to measure overall improvements e.g. Fewer customer complaints, lower staff turnover, etc.

11.  An organisation’s commitment to recruit, retain and develop the most talented and superior employees available in the job market  An important business strategy  Scarcity of skills, generational changes and increased global mobility of the workforce  Flows from the organisation’s mission, vision, values and goals  An effective talent management system helps crucial employees feel as if they are part of something bigger than their current job.

12.  Fully integrated computerised system not required but appropriate HR systems clearly need to be developed and in place  Goal of talent management is a highly performing workforce and some companies may need to make some changes to their current HR practices to achieve this

13.  Increased morale and positive workplace attitudes  Well designed reward programmes can be used to improve performance in specifically identified areas that the company wishes to focus on  Shangri-La rewards programme designed around the specific behaviours that make up its customer service standards  Incentives work well as long as they are designed to achieve specific goals

14.  A recruiting strategy that positions a company in an attractive way and brings it to the top of the minds of potential employees  A focussed corporate message that speaks to current and potential employees and conveys the company’s culture and identity in a truthful and compelling manner  A long term vision – encompasses values, systems, policies and behaviours which define what employers expect of their employees and vice versa

15.  As HR practitioners, some important questions we should be asking ourselves are:  Do you know what your HR dept’s reputation is among the employees?  Do employees understand and appreciate the importance of the HR dept in furthering the organisation’s mission and objectives?  Does the HR dept make and effort to market its services to the organisation?