Human Resources Courses

Australian Human Resources Institute Accreditation (AHRI)

For the second time in a row, CAL has received accreditation for our HR Diploma courses, Diploma of Human Resource Management (BSB50320) and the superseded Diploma of Human Resources Management (BSB50618) course from the Australian Human Resources Institute (AHRI).

CAL was the first RTO to get our course accredited in 2020 and are currently one of the only RTOs offering an AHRI-accredited Diploma of Human Resource Management. 

Meeting the criteria for course accreditation is the ultimate recognition that the diploma core units map onto the AHRI Model of Excellence for HR Practitioners and Academics, an internationally recognised benchmark of best-practice standards in the Human Resources industry.

Depending on which course you're studying and the membership level you're eligible for, membership benefits may include:

  • Exclusive resources and professional development events to help you become job-ready
  • Free member-only networking forums to build your professional network
  • Electronic or printed copy of the HRM monthly magazine
  • Access to ASK:AHRI Helpline
  • Exclusive discounted short courses
  • Opportunity to undertake the certification program to become recognised as an AHRI Certified HR Practitioner (CPHR)

Learn more about studying Human Resources

Frequently Asked Questions about Human Resources

Can I study a Human Resource Management course online?

A Human Resources Management course can be studied online in your own time. By learning at your own pace, you’re not held back by the speed of the classroom, and with a flexible study schedule, you can take a break from your studies and pick them up again later.

Whether you’re looking to upskill, change careers or kick start a new pathway, studying Human Resource Management online is a smart choice to earn the practical skills you need to excel, paired with the flexibility to study when and where it suits you.

What course do I need to be a Human Resource Manager?

Becoming a Human Resource Manager usually needs at least a Diploma-level qualification coupled with a few years of experience to be taken seriously in the industry. A Diploma of Human Resource Management (BSB50320) course will teach relevant technical skills and know-how like people management, risk management, work health and safety, as well as the transferable people and business management skills essential for getting ahead in the HR industry. Industry experience is strongly recommended, with most professionals having two years of experience before undertaking a Human Resources Diploma.

Do I need a degree to be a Human Resource Manager?

While a degree is not necessary to succeed in a career in HR, a Diploma of Human Resource Management (BSB50320) will put you on the right path. This course will teach you the skills to lead in this industry and show employers you have both the expertise and technical skills to be a strong HR manager.

How long does it take to study Human Resource & Organisational Management courses?

A Diploma course can take approximately 12 months to complete if studying full-time, Certificate IV courses can be as short as 10 months full-time, while you should expect around 18 months to complete an Advanced Diploma. The duration of your qualification also depends on how many hours you put in each week to study. However, at CAL all students are offered a generous 24-month enrolment period to complete their Human Resources & Organisational Management qualifications at their own pace.

What are the best Organisational Development courses to study in Australia?

The best Organisational Development courses to study are vocational qualifications, including the Diploma of Business (Organisational Development) (BSB50120).

Getting qualified with a Nationally Recognised course demonstrates a level of skill that employers can rely on, with the right combination of practical skills and interpersonal capabilities to move up the career ladder and apply your knowledge in a variety of roles and sectors relating to Organisational Development.

What skills will an Organisational Development course give me?

Our Organisational Development courses are designed to equip you with technical and interpersonal skills you need to be successful in your Organisational Development career. A qualification in Organisational Development will demonstrate that you have the key skills to get ahead, including:

  • Change management,
  • Policy development, and
  • Budgeting.
Do you need to study a Human Resources course to become a Human Resources Assistant?

Getting a Human Resources Assistant role in the HR industry is a key first step in your career. Studying Certificate IV in Human Resource Management (BSB40420) will give you the foundation skills you need to kickstart your career and apply practical skills like building positive workplace culture and effective team-management straight into your job. With a few years experience, the right set of hands-on skills and a recognised Human Resources qualification, you can look to make the move into becoming a Human Resources Manager, or other managerial roles in the industry.

Do you need to study a Human Resource Management course to become a Human Resources Director?

Becoming a Human Resources Director usually needs at least an Advanced Diploma-level qualification coupled with a few years’ experience to be taken seriously in the industry. A Human Resource Management course will teach the relevant technical skills and know-how like liaising effectively with stakeholders and managers, and high-level problem solving abilities, as well as the transferable people and business management skills essential for getting ahead in the human resources industry. Industry experience is strongly recommended, with most professionals having two years of experience before undertaking a Human Resource Management Advanced Diploma.

Your future in Human Resources

Human Resources is the perfect career pathway for those looking to work in a challenging but rewarding career. Becoming an HR professional will see you as a critical component in creating and maintaining the work standards for employees while fostering a positive work environment.

To succeed in a career in human resources, skills in employee relations, project management, and finance will set you apart. Human resource management also suits those with strong interpersonal and communication skills and those who can manage conflicts that arise and have a high level of empathy.

A human resources or organisational development qualification will lead you into roles across HR and change management. Find out where a career in Human Resources can take you.

Discover your future here

About Human Resources

Why Become A Human Resources Manager?

Human resources is an extremely exciting and evolving profession. It is a highly strategic role and involves a range of policies, processes and practices relating to the needs of individuals, as well as overall business needs amongst the organisation. As an HR professional, you are involved with planning, developing, implementing and evaluating staff recruitment, assisting in resolving workplace disputes, and overseeing rates of pay and conditions of employment for each individual. Some of the major reasons why people are choosing a career in HR are the opportunity to influence innumerable aspects of the organisation, to assist in the development of its employees, and to play a part in influencing strategic business decisions. A business is only as good as its employees, and an organisation’s employees are only as good as the HR team that supports them. 1. Human resource managers have a great job outlook Human resources is becoming an extremely sought-after role. More businesses and organisations are seeking HR managers and specialists who are highly educated and trained within the profession. Presently in the job market, there is a great outlook for HR managers and it is expected that salaries will rise within the next 10 years for those in the field. People are more frequently choosing a career in HR and by 2026, the number of job openings for human resource managers is expected to increase by 16.3%. 2. Human resource managers are highly paid If you’re ready to take a seat at the table, then HR is the right career choice for you. Get into the board room, make yourself heard, and fight for what’s right. And above all else, get a high salary and buy yourself that Audi or take that dream holiday! The typical HR manager’s salary is $127,140 per annum (or $2,445 a week). 3. Travel opportunities as a human resources manager It’s hard to choose just one thing and feel comfortable committing to it ‘forever’. HR is a career that can take you around the world – see new places, face new challenges – so who knows where you’ll end up! HR also provides you with the ability to work in a variety of businesses and organisations. All types of organisations and businesses are hiring HR managers, from small, non-profit organisations to large corporate businesses that may require several human resource workers. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE 4. Human resource managers can make a difference It doesn’t matter what the industry is or what decade we’re in – the most successful way to achieve the greatest profit and influence for an organisation is through its people. But people can’t always look after themselves. They need someone with strong professional integrity who will always look out for them and support them. CEOs are often too busy and aren’t always able to see the benefit of investing in people – but can you? 5. Climbing the corporate ladder as a human resources manager One of the reasons to go into a career in HR is to have the opportunity to grow within the organisation. Some companies offer their employees the opportunity to gain new skills and to learn new HR tactics, knowledge and methodology. Many HR managers continue to advance within their company and find employment in upper management positions. At the top, you’ll work harder than ever but you’ll find more flexibility in the way you work. Is there a niggly voice in the back of your mind that’s reminding you that you’ll want to buy a house, raise a family or travel internationally in the next decade? HR is where your lifestyle is at. Go take it! Wondering what to do now? Fnd out more about gaining an HR qualification or contact our team today to chat with one of our experienced learning consultants. Download our FREE HR Career, Salary & Course Guide! Find valuable information on why you should become a HR manager, which HR department suits you, a detailed salary guide, course breakdown and more! DOWNLOAD MY FREE GUIDE

employee engagement strategies for HR

Employee Engagement Strategies for HR Managers

Employees are the lifeblood of any business. They drive revenue, increase productivity, and create customer loyalty. But if they aren’t engaged, they won’t be happy or loyal. How can human resources managers improve employee engagement within their company, and in turn, increase profits? What is employee engagement? Employee engagement describes a person’s attitude towards their organisation and its values. Engagement is a composite measurement of employee commitment to their organisation, how hard they work, and how long they stay because of their commitment. The Gallup organisation suggests that there are three types of employees: 1. Engaged: employees who work with passion and feel a profound connection to their organisation. They drive innovation and move the organisation forward. 2. Not engaged: employees who attend and participate at work but who are time-serving and who put no passion or energy into their work. 3. Actively disengaged: employees who are unhappy at work and who act out their unhappiness at work. These employees undermine the work of their engaged colleagues daily. Workplaces should prioritise employee engagement – after all, why wouldn’t they want employees that feel passionate and energetic about the work they’re doing every day? However, with only 21% of the global workforce reporting they feel engaged at work*, there is a clear need to bridge the gap further and improve rates. Why employee engagement is important Whether employees are engaged within their company plays a big role in the success of the company. Employees are at the heart of the business and are part of the everyday mechanics of running a business. When any one part, or one employee, of these mechanics starts to shut down, so can the whole system. Businesses that have higher rates of employee engagement generally find higher rates of the following: Customer service improves For sales and customer-facing teams, it’s important that they believe in the company and what they’re selling, to be able to convince customers that they should be investing in the business, too. An engaged team member will also go above and beyond in customer service in a business they are thriving in. If they are coming in every day not wanting to do the work, they will do the bare minimum they can, and customers can notice this. Profits improve Engaged employees are a vital part of running a profitable business. Teams with high employee engagement typically result in a 23% difference* in profit than those with low engagement. In fact, employee disengagement costs the Australian economy $2 billion every year according to a study by Gallup.* Fewer absences When employees are engaged, they want to be at work. If a good business and HR manager are ensuring mental well-being is a priority, there will be less time away from the office for mental health days and employees will want to return to the office quicker after sickness or leave. According to a report by the Australian Industry Group, the Australian economy loses $7 billion due to absenteeism every year. The more people’s workplace needs and wants are satisfied the more they become engaged. The more they become engaged the greater their discretionary effort – effort above their job description. This is particularly shown in the extent to which they give their time and talent beyond their remuneration package. Download our FREE HR Course Comparison Guide Find valuable information on the latest HR industry news, different HR jobs to pursue and a course comparison chart to help you pick the right HR course! DOWNLOAD MY FREE GUIDE When employee engagement is low Of course, not all employees are engaged. In Australia, employee engagement rates have dipped lower in recent years, with only 17% reporting feeling engaged* within their workforce. How do employees become disengaged? And what are the adverse effects of employees disengaging at work? There are social and profitable consequences within the office and beyond when employees become disengaged. Some studies suggest that employee engagement has fallen while working from home has become more commonplace. This signals the importance of managers understanding the different needs and wants of employees as our world, and workplaces, change. Negative stress also has a very adverse impact on employee engagement. Management has both a legal (legislative and regulatory) and ethical (corporate governance) obligation to provide a safe workplace. This requires preventative measures to be implemented to ensure that the causes of stress are eradicated or minimised once identified. In 2021, the global stress of workers reached an all-time high. 40% of Australians* surveyed said they felt daily worry during their workday, and 44% felt daily stress. While it wasn’t always directly about work – they were certainly stressed at work. And while sadness and anger went down, stress went up. * Employee engagement strategies Close to one-third of CEOs* identified the HR activity of “engaging employees in the company’s vision/values/goals” as one of the three factors most important to their company’s success. There is no doubting the vital role human resource managers and leaders play in boosting employee engagement. * Leaders can provide better engagement strategies through: Creating an environment where people feel valued If you want to keep your top talent, you need to make sure they’re engaged with your company’s mission and values. Giving them opportunities to grow In order to retain employees, you must give them opportunities to grow. This means providing training and development programs, as well as offering flexible work schedules. Providing training and development Training and development programs help employees learn new skills and develop existing ones. These programs should be designed with the needs of the individual in mind. For example, some people thrive when they’re given the opportunity to teach others. Others prefer hands-on learning experiences. Still, others enjoy self-paced courses. Whatever type of program you choose, make sure it’s tailored to each individual’s strengths and weaknesses. How culture improves employee engagement Increasingly, CEOs are seeing the link between corporate integrity and values. Engaged employees and reputation are vital to competitiveness and profitability. Coupled with strong leadership, a positive company culture makes all the difference when driving employee engagement rates and more. Australian research conducted by the Independent Commission Against Corruption found that the ethical tone of an organisation impacts: Efficiency and effectiveness Decision-making processes Staff commitment and job satisfaction Staff stress and staff turnover This research also determined that strong, clearly stated values could guide people through choices so that making ethical decisions was the path of choice. The bottom line from this research was that ethical practices can optimise the efficient functioning of an organisation. Ethics are good business. To be successful, managers, supervisors, and leaders of all kinds, need to focus on making their organisations truly great places to work. There is a shifting focus to developing future generations of ‘work happy’ employees – individuals who are genuinely challenged, committed, and engaged. For many organisations, employee engagement could be the ‘holy grail’ solution to both talent retention and profits. If you’re ready to develop strong strategies to retain employees and keep them happy, our Diploma of Human Resource Management (BSB50320) will afford you the skills you need to be a stand-out HR professional. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

How To Lead A Team Through Layoffs

We all know that getting laid off can leave a negative mental impact on the employee leaving. When mass layoffs happen, the morale of the remaining employees can start to deteriorate too. It can quickly turn a workspace into a hive of stress, negativity, and tension. A strong leader needs to know how to effectively lead a team through difficult times. Managing a workspace that is going through downsizing, a shift, or simply having to lay off jobs, is a very tricky position to be in. The best managers and leaders still need guidance to make sure morale is boosted, employees are still engaged, and to help employees navigate their new workplace. What is Layoff Survivor Sickness (LOSS)? Layoff Survivor Sickness (LOSS) is the set of attitudes, feelings, and perceptions of those who survive not being laid off. It shows itself through the coping behaviours used to manage the stress associated with surviving being ‘cut’. The root cause of layoff survivor sickness is a serious shift in the psychological relationship between the individual and their organisation: “Symptoms of layoff survivor sickness are found in pockets in most (downsizing) organisations and is breaking out in epidemic proportions in many.” Noer (1993) wrote this insightful work after the 1991 recession. His words still ring true today. The following is an example list of some of the positive and negative attitudes, perceptions, and feelings held and felt by ‘survivors’. Myths around layoffs There are many myths surrounding layoffs, on both an employee and managerial level. If you’re going through large changes in your organisation, take the time to clear the air with your team, understand what fears they might be experiencing, and address and correct any myths that might be impacting their perceptions. Myth 1. Companies that are laying off workers are not hiring new ones. Layoffs don’t always mean doom and gloom – and hopefully, employees know that. Sometimes it can mean a positive company pivot, which might see a shift in the roles and employees needed to succeed in the new strategy. Myth 2. Downsizing employees boosts profits and productivity. Let employees know that you understand that productivity may not be at an all-time high, and work through with them how you can help boost it back up. Myth 3. Since companies are just “cutting fat” by downsizing employees, there are no adverse effects on those who remain. Managers and supervisors should let their team know that they understand and are empathetic towards the effects this layoff has had on them. Myth 4. Training survivors during and following layoffs is not necessary. If employees within the workforce are now taking on new roles or new duties due to the layoff, see what they need from you. They may need new training and guidance as they navigate their new workload. Lay out the truth to employees and your team, and work on building a strong and honest relationship. A good workplace environment, especially one after layoffs, is one built on open communication and trust. How to keep employees engaged The benefits of employee engagement have been well documented and praised over recent years. However, LOSS can have a shattering impact on employees’ levels of engagement within their organisation. Highly engaged employees can become highly disengaged survivors as ‘pink slips’ are handed out and when they perceive unfairness in who is ‘cut’. It requires managers and supervisors to take action and offer more than just words of encouragement and reassurance to lead a team through this and keep employees engaged. Keep the lines of communication open. This doesn’t mean just letting them know they’re ‘safe’ once in a while – this is actively listening to concerns and issues raised within your team. Let your team know as soon as you can about any changes. A lot of the stress and anxiety around layoffs stems from not knowing what’s around the corner. Foster company culture When layoffs happen, the company culture can take a big hit. Take the time to understand how you can build a new, better-fitting culture for the workplace you now have. Existing employees may have enjoyed the old culture and feel like they don’t fit the new one – now is the time to remind them that they do. Mental health and well-being focus A pandemic, a recession, mandatory isolation – it’s been a lot these past few years for everyone. Mental health should be a primary focus as employees handle the big changes and anxieties the best they can right now. Offering mental health days, access to support, and group well-being classes could all help your employees’ well-being. Whilst no one enjoys layoffs, it’s the way we handle them as leaders and managers that will leave a mark on remaining employees. Lead a team through a stressful and uncertain time, and show them the way to a new, positive, workplace. There are strategies to minimise LOSS downsides. The College for Adult Learning provides a suite of Human Resource Management and Leadership courses that can help managers and supervisors enhance their people management skills and how they manage or prevent the downsides of LOSS. Our Diploma of Human Resource Management (BSB50320) and Advanced Diploma of Human Resource Management (BSB60320) can offer you the skills and expertise to manage these morale-based issues within the workforce and help you build your career in the ever-growing HR industry. Enquire today to get started. Download our FREE 'Your Career in Leadership & Management' Guide Find the latest information in our eBook about a career in leadership and management, including current job opportunities, soft skills you need, salary information and more. DOWNLOAD MY FREE GUIDE

using soft assets as a human resources manager

How To Increase Profits Using These 7 Key Soft Assets

  The assets entrusted to managers and supervisors in order to achieve business unit goals and organisational objectives comprise of both ‘hard’ and ‘soft’ assets. Those currently working in HR or in leadership are already working with one of the most valuable soft assets an organisation can have – a team. What is a soft asset? Soft assets are valuable assets to every business, but can’t be tracked on a balance sheet. Soft assets can sometimes be characterised as the human resources of the company. It is the skills and experience of its employees, and their overall productivity. While you might not put it down on the profit and loss sheet, it is a key component to whether your business is and will be profitable or not. They are intangible, and can also be classed as: Information Branding Reputation Soft assets still make up a large part of the overall financial health of a business. If a business’ soft assets are weak or find themselves failing – the business can soon follow. Difference between hard and soft assets ‘Hard’ assets are assets that are able to be capitalised and commonly measured in the balance sheet or profit and loss statements such as: Buildings and equipment Finance and debtors Land and investments These ‘hard’ assets don’t execute strategy, make sales and so forth – it takes people to do that. People are the ‘soft’ assets organisations use in order to execute strategy. Mismanagement of soft assets Mismanagement of these ‘soft’ assets can have very hard consequences – just as there are big payoffs in managing them well. Essentially, for the same cost, two very different outcomes can be achieved. The better the soft management, the more an employee will increase their effort resulting in higher productivity and engagement – all for the same cost. While an employer can force attendance, they certainly can’t force creativity, passion, and commitment. These are controlled by the employee, who decides the extent to which they want to get involved. It is within the power of supervisors and managers to empower their staff to turn on their thinking, creativity, passion, and commitment. It is also very easy for supervisors and managers to de-motivate people. There is an anecdotal saying that ‘people join organisations but leave managers’. Key soft assets for profit and growth Managers are entrusted with key soft assets. The assets are the make or break of the company and a strong leader will know how to utilise them to create profits and growth. These assets include: Time and talent Organisations purchase time and talent in order to execute strategy. Purchase costs per minute for a wage of $50,000 is around 55c-60c per minute. A minute of time can be used only once. The cost is incurred irrespective of the outcome achieved by its use – or the lack of it. Wasted time incurs an unnecessary cost for the organisation. Supervisors and managers have managerial responsibility to ensure that time wastage is minimised. Staff goodwill Most employees start off their day wanting to do a good day’s work. Regretfully, some conclude their day’s work believing that they have been messed about by fools. This compromises a measure of goodwill which, in turn, compromises productivity and engagement. Supervisors and managers have a direct responsibility to manage the goodwill of their staff. Culture The competency of the culture in a work unit has a major impact on the productivity the unit achieves. Functional cultures are more productive than dysfunctional cultures. The better or more functional the standards, the better the relationships within the group. The better the relationships, the better the group productivity. Relationships The degree of functionality of the relationships between a group is the single biggest determinant of its productivity. The functionality of relationships correlates directly with the levels of emotional intelligence within the group. Business units pay a massive price for dysfunction, both financial and emotional. Again, managers and supervisors have responsibility for the quality/functionality of the relationships within their business unit. Psychological contract Each person has sets of beliefs and expectations that define their relationship with their organisation. When organisations nurture and deliver on these beliefs and expectations, people get engaged and committed. When they aren’t delivered, the relationship starts to fracture. This has a major impact on employee engagement. Supervisors and managers are the human interface between the organisation and its people. Significance and pride Every person, even the most humble, has a need for their significance as an individual to be recognised. Organisations, because of their hierarchical nature, often treat people differently based on their organisational position. The reality is that we are all equal – a person can’t give more than 100% of their best efforts. It is important that each person understands the significance of their role (and its tasks and activities) and understands their contribution to achieving organisational goals and objectives. The sum of an organisation’s success is made up of the contributions of each of its members – some contributions will be greater than others, but the whole will remain greater than the sum of the parts. The contribution each person makes according to their talent, abilities, and effort should be recognised. People who have their significance recognised feel better about themselves and have the opportunity to take pride in their contribution. Delivering significance and pride can unlock energies and motivation, just as their denial will kill motivation. Supervisors and managers have a major responsibility to deliver on and nurture this crucial asset. Processes and systems All work is done through a process and system. Obviously, some processes and systems are far more competent than others. Process and system competency is a major asset entrusted to supervisors and managers. Often, supervisors and managers are captives of the system rather than its managers – they are working in it rather than on it. Seeing your employee’s as a soft asset will grow your business, and can turn a whole team and business around to drive profits. Soft assets are real assets, so make sure you are investing the time and right management skills to create a great work environment and get profits, and productivity, up. Refine your skills in leadership and secure your future with an Advanced Diploma of Human Resource Management (BSB60320). Enquire today to get started. Download our FREE 'Your Career in Leadership & Management' Guide Find the latest information in our eBook about a career in leadership and management, including current job opportunities, soft skills you need, salary information and more. DOWNLOAD MY FREE GUIDE

Organisational Development Manager

How To Become An Organisational Development Manager

When conversations about organisational development begin at a managerial and board level, it’s generally a positive sign. At this point, a business is in a position to reflect upon its achievements and look towards taking ‘the next step’. Conversations cover team building, career development, staff coaching and training, and developing talent and leadership to ensure the business is in the best position possible to forge ahead. What is organisational development? Organisational development (OD) is a process and practice that has roots back to the 1940s and falls under the umbrella of human resources (or HR). Organisational development, however, is far more focused on people than the old model many of us associate with HR. Recent research shows that more than 90% of employees consider appropriate training programs a positive way of increasing their engagement in the workforce. Interestingly, half of Gen Z employees are more likely to engage with training material than previous generations. In other words, it’s clear that properly defining future employment paths and providing the training to achieve them will help retain the most valuable members of any given workforce. What’s the difference between organisational development and human resources? It wasn’t until the late 1800s that scholars and governments realised employee wellbeing was good for business. The term ‘industrial welfare’ was coined to acknowledge that valuing people as a long-term resource was necessary. Moreover, it could result in loyalty and longevity of tenure. Even so, it took another half a century before legislation impacting equal pay and civil rights put the onus on businesses to implement such measures. This was the birth of what would become human resources. Since the 1960s, and most notably in the past decade, that philosophy has taken a quantum leap into an area we now term organisational development. OD focuses on how a business wishes to manage its workers. Essentially, OD moves beyond viewing employees only as a ‘resource’ and strives to create a holistic people-centric approach. In short: Human resources focuses on hiring, onboarding, performance management, redundancies, and processes relating to personnel. Organisational development concerns planning, change management, developing leaders and identifying opportunities for personal employee growth. It’s a more human way of doing business than simply ticking operational boxes. Download our FREE HR Career, Salary & Course Guide! Find valuable information on why you should become a HR manager, which HR department suits you, a detailed salary guide, course breakdown and more! DOWNLOAD MY FREE GUIDE Organisational development manager vs human resources manager A human resources manager oversees recruitment, hiring and processes that involve staff members. Most HR Managers plan, direct and manage the employee management and administrative functions of the company. Principally, they find and nurture the right talent needed to achieve the strategic goals of a business. The HR manager provides a link between management and employees. From here, an organisational development manager ensures employees have the conditions to thrive in the workplace for the long-term benefit of both the individual and the business. They are responsible for an organisation’s change and people management and may be focused on developing and implementing workplace policies and procedures for sustainability, as well as employee and financial growth. What skills does an organisational development manager need? Leadership. All managers, no matter their specialty, must be good leaders. Leadership skills are central to an OD professional’s role and their influence is business-wide. Empathy. An ODM will shape and implement policies that apply to all employees and needs an understanding of people. Business sense. You’ll need to develop appropriate workplace policies and procedures within allocated budgets, continuously monitor progress and improve processes. Communication. Communicating and managing team effectiveness is critical while encouraging others to acquire and practice similar skills. Innovative thinking. The more innovative an OD manager is, the more likely they will lead a business towards best practice models that keep employees happy and engaged, thereby reducing costs. Strategic planning. In modern workplaces, it’s necessary to factor in sustainability in terms of environmental, financial and social impacts. What can I expect as an organisational development manager? Given the pace of change in our modern business world, an ODMs role is becoming ever more critical. The so-called ‘Great Resignation’, referring to large numbers of workers now leaving their jobs (or careers) in the wake of the COVID-19 pandemic, is a case in point. Every lost employee will add costs to a business relating to recruitment, onboarding and training. One of the challenges for an OD professional is developing policies and initiatives to reduce this ‘churn’ rate and lower costs. Some other trends and challenges ODMs need to be aware of are: The impact of AI on learning A greater focus on continuous development rather than ‘one-off’ procedural changes Roughly half of Millennials and Gen Zs make work choices to align with their values, meaning an increasing focus on employee engagement Increasing digital processes may cause some employees to fear for their future employability Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE   Organisational development manager salary The average salary for a qualified OD professional in Australia is approximately $134,000 to $182,000, depending on your experience. How do I become an organisational development manager? You can learn the necessary skills and knowledge as part of a Diploma of Business (Organisational Development) (BSB50120) or as a Double Diploma with a Diploma of Leadership & Management (BSB50420). Once qualified, focus on finding a job in a business that aligns with your interests. Initially, that may not be an HR or OD role. However, learning the ropes while staying focused on a dream role is a great start. Identifying opportunities to implement organisational policies or improve existing ones will put you on any business leader’s radar for promotion. Getting certified and joining a professional association will also help develop your skills via contacts and mentorship. Continuous improvement will open up opportunities to create the career of your choice. In summary, organisational development might be considered the HR of the future. The entire premise, while rooted in practices of old, is light years beyond its origins. The old-school idea of using workers as dispensable commodities isn’t only wrong – it’s expensive for business. A modern workplace understands that happy workers are productive workers. An OD professional is at the helm, ensuring this is the case. A career at the forefront of organisation development is immensely satisfying. Going home at the end of a workday knowing that what you’ve done has helped people learn and be happy is an excellent feeling. If job satisfaction counts, then organisational development is undoubtedly a career worth pursuing.   Discover your career in organisational development Explore courses designed to help you take your career to the next level! If you’re ready to expand your career, an organisational development and business course can help make that happen. View courses

9 Steps for Effective Goal Setting

Without goals, you can lack focus and direction. Setting personal goals puts you in the driver’s seat, giving you the power to transform your own life into whatever direction you desire. However, in many circumstances, the initial goals we set out to complete are abandoned somewhere along the way. To accomplish your goals, you need to know how to set them. This process begins with careful consideration, followed by ample amounts of hard work in order to achieve what we set out to do. In order to make the most of this process, here are ten steps for effective goal setting: 1. Believe in the process The first step to goal setting is having absolute faith and belief in the process. If you don’t have the confidence in yourself and your abilities, then you might as well forget about your attempt to achieve your goals. If you are in doubt, look around you. Everything you can see began as a goal in someone’s head. Turn your thoughts into a reality. 2. Write it down In order to eventuate the goal, you have to plan your attack. Write your goals down and schedule dates for their completion and evaluation. This can be the key to success, as writing down your goals will position you as the creator. If you neglect this step, you may continue to forget them or they will diminish in importance. Having them somewhere that you see them every day will help to reiterate their significance and increase your chances of achieving them. 3. Set goals that are specific A goal has a much greater chance of being accomplished if it deals with specific facts and events. If your directions are vague, they can be misconstrued and easily skipped over. Specific goals provide regimen and precision to your training program. 4. Set goals that are measurable If your goals are able to adhere to concrete criteria, you are able to measure progress towards their achievement. If you identify what you will see, hear and feel when you reach your goal, you can feel as if you have accomplished something tangible. In order to achieve effective goal setting, you should break your goal down into measurable elements. 5. Set goals that are attainable While there is nothing wrong with shooting for the stars, it is important to investigate whether the goal is really applicable to you and your lifestyle. If you don’t have the time, money or experience to achieve something, you will be setting yourself up to fail and most certainly be miserable. For the most effective goal setting, ensure you are planning your steps wisely and establishing a realistic time frame that will allow you to carry out those steps. Download our FREE Guide to Goal Setting! Find valuable information on how to use goal mapping, set SMARTER goals, use resilience and gain access to our exclusive goal setting templates. DOWNLOAD MY FREE GUIDE 6. Set goals that are timely Every set goal should be grounded within a time frame. Without a time frame, there is no sense of urgency. Make a tentative plan of everything you do and the time in which you want to do it. Instilling deadlines will help you and your team work towards them, creating motivation that can keep morale high. However, creating time frames can be a tricky and sensitive task. On the one hand, being too stringent on the timely aspect of goal setting can motivate, but it can also have the opposite effect, demotivating if you aren’t ticking the boxes on schedule. 7. Remain accountable When you are working towards a goal, things are bound to get tough. When facing adversity, you have to hold yourself accountable. Telling your family and friends about your goals may give you the responsibility you need, helping you gather the support system to give you a push. If you remain accountable in your everyday life, you will also surround yourself with constant encouragement from those who are following your progress. 8. Don’t be afraid to ask for help When entering a new venture, it is crucial to learn from those around you. Asking for help is nothing to be ashamed of, as freshening up your skills may be the thing that sets you apart. Seeking advice may come in a variety of different forms: from asking a friend, to developing a mentor – these will only get you one step closer to achieving your goals. Many people find that going back to study is one of the most beneficial steps when attempting to successfully achieve a goal. Adult learning courses are available in a variety of helpful fields, with some like a Diploma of Project Management (BSB50820) specifically targeting those in your position. 9. Continuously assess your progress As time goes on, our goals are constantly changing and evolving. The end result may not look anything like what we initially set out to do; however, this can sometimes be a good thing. In order to learn from your mistakes and assist you next time, constantly assess your progress throughout your goal-setting journey.

Take your HR Career to the Next Level with Risk Management

Risk is an inevitable part of any organisation. Every decision or activity a business engages in attracts some form of risk, and it is the job of a Risk Manager to navigate the company around these financial and operational obstacles. As a result, excellent risk management is now a necessity for every successful business. Risk manager career benefits include a great salary, with lengthy retention time and strong potential for promotion. Discover the skills necessary to work in risk management, and how your established Human Resources skills could set you up for a successful career in risk management. What does a risk manager do? The role of a risk management team is to supply sections of the organisation with in-depth analysis, reports, and advice on risk policies and models regarding operational risk, marketing strategies, and external risks to the business. Broken down on a practical level, risk managers are required to evaluate, research and then recommend suitable strategies on how businesses can overcome risk. Risk managers must also advise the amount of risk a company should be willing to take. Tasks that make for sound risk management include maintaining insurance records for policies and claims, reviewing new contracts, creating continuity plans to limit risk and implementing health and safety methods. If you are a methodical person who likes to tick all the boxes and go above and beyond in your research, you will be well suited to carrying out these tasks. Reporting on risk can occur across a multitude of levels within an organisation; therefore, it’s often necessary for a risk manager to adapt their reports or research to their audience. From educating the board of directors, to changes in the law or marketplace or educating individual employees on their workplace risk, risk management is a role that will embed you into the company culture and allow you to build relationships with team members from every level of an organisation. HR skills in risk management One of the best reasons to leap from Human Resources to risk management is the transferrable core skills across each career. Common attributes between the two roles include excellent organisational skills, analytical skills, commercial awareness, the ability to understand broader business issues and importantly, outstanding communication skills. All these skills guide the stages of successful HR risk management, including research, evaluation and presentation of what risk is and how to overcome it for the betterment of the company. Another overlap between human resources and risk management is the ability to operate imperially to question the organisations internal and external systems of operation, ss both jobs help to ensure the ongoing smooth sailing of any business. Training and learning: Upskilling the organisation’s employees is a key factor in both roles. Risk managers must inform and educate so prior experience in training employees can be crucial.   Recruiting and staffing: There is numerous risk involving the personnel within an organisation. HR experience in understanding what kinds of people are best suited to a particular role will put you in good stead for considering staff behaviour from a risk management angle. Labour and employee relations: Both roles place a high emphasis on the safety of workers as well as the ethical output of the business. Not only in the product or service that workers deliver, but the internal workplace environment too. Career benefits in risk management Exploring a career in risk management is a rewarding pathway with the potential for longer-term success. A report from states that the average salary for a risk manager in Australia sits at $120,000 per annum. Risk managers also take comfort in the stability their career offers with the average tenure for a risk manager lasting 4-6 years at a business, well above the average length of employment in Australia in recent years. Average salary for a risk manager in Australia sits at $120,000 per annum. Click To Tweet Opportunities for promotion are readily available, and large Australian companies employ senior risk managers on a salary of $160,000 per annum. The US Bureau of Statistics indicates that risk management is a growing career worldwide, predicting a 19% growth over the next six years, meaning that overseas opportunities exist for ambitious risk managers. Risk management is a skill that is well valued within a business. If you enjoy the tasks outlined above, then a risk manager career logical pathway is a sensible choice from an existing position in Human Resources. A risk manager career in full of daily variety and perfect for anyone who wants to use a unique skill set on new challenges. Choose this role if you enjoy responsibility, are willing to gain excellent communication skills, have an aptitude for analysis and like working with a wide range of people to achieve a common goal. Use your human resources skills to take your career to the next level with a Diploma of Human Resource Management (BSB50320) which includes crucial risk management units.  Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Why Choose a Career in Human Resources Management

The Importance of Human Resource Management The importance of human resources within a company cannot be undervalued – the department plays a key part in how a business performs. Their duties are far more complex than simply hiring, firing and paying employees. This begs the question, what is the role of human resources? A HR department is instrumental in ensuring the stability of a company through people management, individual, and group training. It is their role to keep abreast of changing company requirements and to effectively facilitate the relationship between managers and employees. Most HR professionals are full-time workers, with an average of 42 hours per week. Professionals’ wages begin lower and rise as they gain more experience, with an average of $1,662 per week. Click To Tweet For Managers Managers have a lot on their plates. From their perspective, employees are just one piece of the puzzle. By contrast, an HR Department’s sole focus will rest on the well being and improvement of its people. The HR department will, therefore, be across any updates to employee regulations, and be able to implement change across the board. Small labour law changes, such as increasing the minimum salary cap, can require widespread changes. Human Resource Management means being well-versed in the often complex and confusing procedures of taking on and letting go of employees. Each new team member who comes on board is an opportunity to progress the business, so these decisions should be made with extreme care and consideration. Through advertising roles, shortlisting candidates, conducting meaningful interviews, checking qualifications and ensuring fit for the company, the HR department will simplify the process of expanding. But the procedure doesn’t end once a candidate is hired. In order to make the best use of this new recruit, the HR department will arrange an induction and ongoing training schedule to place the employee in the best position for success and workplace satisfaction. This will cover everything from the values of the company, to using everyday equipment and systems, as well as making sure that the new employee gets on well with their new workmates. Candidates may be hired for their potential, but without the correct Human Resource Management structures in place, there’s no way for them to reach it. Managers require training and access to adult education courses such as the Diploma of Human Resource Management (BSB50320), just like anyone else. HR teams are able to conduct or arrange training and coaching for top-level workers, like department heads, to equip them with the skills they need to most effectively manage their teams. Reinforcing these key management and problem-solving skills will minimise the frequency at which higher management needs to intervene. We're excited to offer students studying Human Resources with the College for Adult Learning either a Associate (Full Fee) or Professional level membership to the AHRI. As a member, you'll have access to valuable resources to support your studies, be able to join programs and events to help you become job-ready, and attend free member-only networking forums to build your professional network and learn about specialist HR topics. (Terms and Conditions apply) For Employees The HR department is a crucial support structure for employees within an organisation. It represents a safe space where employees can voice their concerns, thoughts and suggestions without threat, and can be assured that their comments will be heard by the people who matter. In workplaces of all sizes, there will be times when people don’t see eye to eye. Be it creative differences, conflicting morals, or downright personality clashes, the HR department is responsible for mediating these issues. Focusing on clear communication and acknowledging all parties’ rights, the HR team will fairly and quickly dissolve any inter-employee conflict. In instances of employee consequences, the HR department will also act as overseers, ensuring that any firing is deserved and abides my legal requirements. When managers undergo adult education courses, the benefits trickle down to the employees who are guided by motivated, well-trained leaders. By undertaking a course such as the Diploma of Human Resource Management (BSB50320) at the College for Adult Learning, employees can perform more productively, find purpose in their work, and improve their workplace satisfaction. The importance of human resources cannot be underestimated. Why Become a HR Manager Trends in Human Resources suggest the industry is experiencing an exciting phase of growth and change. Professionals within this field can expect to enjoy a progressive and fulfilling career. Over the past ten years, the number of HR positions has grown from 43,600 to 47,900 and is expected to continue to grow. But before we dive in, it’s important to know what is the role of Human Resources, and who is best suited to the top spots. Underpinned by a fundamental ability to communicate and engage with people from all backgrounds, HR is a distinctly strategic role which encompasses policy, process and practice. Professionals in this sector have a responsibility to individual employees of all levels, managers, and the wider needs of the organisation. There are so many benefits of being a HR manager, including the opportunity to contribute to widespread organisational harmony, to advance employees and help them enjoy their work, and to play a strategic role in company structure and operations. If a business succeeds because of its people, then its people succeed because of a dedicated HR team. Below are some of the most popular reasons why people choose to pursue a career in HR. Promising Prospects HR is a sought-after career field. More and more, businesses and managers are appreciating the crucial role that professional people managers play in the construction of a robust organisation. They seek out those with higher qualifications with experience in the profession. Salaries are on the rise, and employment in the wider industry is thought to rise by 20% in the next eight years. A Healthy Paycheck Due to a significant amount of responsibility, HR managers can expect to be rewarded for their work. This higher level role offers people the chance to work alongside managers and CEOs, while still fighting for the rights of individuals within the organisation. If you can hold your own in the same room as the company leaders, then HR could be a promising career for you. A Chance to Make a Difference The chance to make a difference in people’s lives is the driving factor for a lot of careers, from surgeons to scientists. While HR managers might not change the world, they certainly do have the potential to shift the dynamic of an organisation for the better. By providing constant support to employees, facilitating open communication and always keeping an eye out for what’s best for them, HR professionals can achieve significant fulfilment. Smaller businesses, non-profits and charities are other options for those who aren’t focused on climbing the corporate hierarchy, and instead, want to focus on doing good. Travel the World HR is a career that is as flexible as you. While businesses differ from place to place, the fundamentals of your role and your relationship with them will never waiver. Whether you travel within the divisions of a single organisation which take you around the world or simply want to move overseas and find work in your industry, HR training equips graduates with the skills and adaptability to find work wherever they are. Trends in Human Resource Jobs The trends in Human Resources tell us that at this time there are many benefits of being a HR manager. With above average job openings, including both employment growth and turnover (workers leaving their chosen field or indeed the workforce). Thirteen years ago, we began to see sharp growth in the industry. Over the past eight years, this growth has slowed to a steadier rate. By comparison, employment in the sector is expected to grow moderately, with 102,400 professionals predicted to be employed by 2022. Seek suggests that this growth may be fuelled by three key factors, including employers wanting to (a) attract and (b) retain top talent, which is (c) culturally aligned. Key Statistics Human Resource professionals work throughout Australia, with the highest numbers in New South Wales (33%), Victoria (25.4%), and Queensland (18.5%). Key industry sectors include administrative and support sectors, public administration and safety, and other services. Salary Expectations Most HR professionals are full-time workers, with an average of 42 hours per week. Professionals’ wages begin lower and rise as they gain more experience, with an average of $1,662 per week. Those who complete further qualifications to become a HR manager can expect to earn more than $500 more per week on top of their current salary. According to the 2017 Hays Salary Report, HR professionals can enter the sector in HR admin roles, averaging $60,000 per year in Melbourne, and progress through several significant rungs. Managers in businesses with under 250 employees are looking at $100,000, while those in businesses with over 1000 employees can seek closer to $150,000. Employable Skills The Seek Industry Spotlight on Human Resources and Recruitment, released in March 2017, highlights the following skills as being the most sought after in the current job market: Know how to be future focused Understand business cycles Build skills needed to achieve company strategy Identify resources needed for a growing company Understand how to innovate when establishing or changing workplace culture Know workplace legislation, e.g.: bullying and harassment, mental health Create training content and training plans Spot trends and gaps in leadership development, and respond accordingly Lead candidate engagement and improve recruitment systems, including scoping of roles Take Away Messages The key takeaways which we have learned in 2017, are that there are plenty of positions available across Australia, with most focused on the east coast. HR, recruitment, IT and communications, mining and resources represent the most popular industries offering senior positions ($150,000+) in the field. Finally, qualified candidates can expect to enjoy ongoing progression, and salary advancement to match.   In a promising future market, there is no better time to begin your preparations for a career in HR with a Diploma of Human Resource Management (BSB50320) or one of the other specific adult education courses available through the College of Adult Learning. We are proud to announce that from 2022 all CAL graduates of the Diploma of Human Resource Management (BSB50320) will have their qualification accredited by AHRI. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

Which HR Qualification is Right for You?

If you’re looking to enter human resources but don’t know where to start, an HR qualification is the best place to begin. You’ll learn about the fundamentals of human resources and can even choose to double up your diploma, learning more specific skills to help you get into your chosen industry faster. Who should study an HR qualification? Human resources is a dynamic and challenging career suited to people from all walks of life. If you like interacting with people and helping implement policies and procedures that make work-life more enjoyable, fair and efficient, you’ll likely enjoy working in a human resources role. Those who have previously worked in industries such as customer service, retail, sales, recruitment, administration, management or legal are well suited to a career in human resources. Opportunities in HR For those looking at a career in human resources, the good news is that both job opportunities and earning potential are growing at a higher-than-average rate. The average salary for a human resource manager is $131,000. Those working in more specialised roles, often command higher earnings. The majority of roles are full-time, offering both job and income security. Most roles operate within corporate environments, where working hours are typically 9:00 am–5:00 pm on business days. HR qualification options If you’re serious about entering into a career in human resources, a great study option is a double diploma. You can save time and money by coupling complementary qualifications, giving you the edge over other applicants during the competitive recruitment process. A Diploma of Human Resource Management offered by the College for Adult Learning is certified by the Australian Human Resources Institute (AHRI). CAL is the only registered training organisation to offer a diploma with this certification. This means that the skills taught are in line with Australian industry standards and benchmarks. AHRI also offers memberships and networking opportunities at various events held throughout the year. We're excited to offer students studying Human Resources with the College for Adult Learning either a Associate (Full Fee) or Professional level membership to the AHRI. As a member, you'll have access to valuable resources to support your studies, be able to join programs and events to help you become job-ready, and attend free member-only networking forums to build your professional network and learn about specialist HR topics. (Terms and Conditions apply) Diploma of Human Resource Management (BSB50320) + Diploma of Leadership and Management (BSB50420) Coupling a Diploma of Human Resource Management (BSB50320) with a Diploma of Leadership and Management (BSB50420) is a great choice, particularly if you plan on working in senior roles within your organisation. You’ll spend less time studying thanks to the overlap in units and skills taught during the course. You’ll study areas such as: Leading and managing effective workplace relationships Developing and using emotional intelligence Ensuring a safe workplace for a work area Managing personal work priorities and professional development Along with being able to work in generalised human resources roles, you’ll also be well-equipped to succeed in other areas, such as leadership or management. You will be confident to expand your role to include training new or potential managers, running leadership workshops in your organisation or managing a team, thanks to the skills learned during your double diploma. Download our FREE HR Course Comparison Guide Find valuable information on the latest HR industry news, different HR jobs to pursue and a course comparison chart to help you pick the right HR course! DOWNLOAD MY FREE GUIDE Certificate IV in Human Resource Management (BSB40420) + Diploma of Business (Operations) (BSB50120) The certificate IV alternative is great for those who want to dip their toe into the industry or are still considering their longer-term career options. A certificate IV in HR is often undertaken by individuals who do not have any experience in the HR industry. It’s well suited to those aiming for entry-level roles who are looking to stand out from other applicants, or even those looking for part-time work in the industry, perhaps after returning to work after having children. The certificate option has less study time, helping you to graduate sooner. You will learn all of the key requirements to be successful in human resource management or business operations. After completing the Certificate IV in Human Resource Management (BSB40420), you can always choose to study the diploma. Because of the previous units completed, the study time and cost of the diploma will be less. Completing the Diploma of Business (Operations) (BSB50120) alongside the certificate IV in HR is a great option. Due to the broad nature of the qualification, you’ll be opened up to a variety of roles in a wide number of industries. Careers from an HR qualification No matter what qualification option you decide on, working in human resources is a great career choice with plenty of room to move into more senior roles. You can also move laterally into other areas of business, thanks to the transferable skills learned in your qualification. Whether you choose a double or single diploma, or even a certificate IV, studying at the College for Adult Learning means you can study flexibly, at your own pace, but still with plenty of one-on-one support from your learning coaches. If you have relevant experience from previous work, you may even find that you can shorten the length of your degree through Recognition of Prior Learning (RPL). We are proud to announce that from 2022 all CAL graduates of the Diploma of Human Resource Management (BSB50320) will have their qualification accredited by AHRI. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Why you Should Study an AHRI-accredited HR Diploma

Why work in the human resources industry? Employers place a high value on the organisations which represent and support prospective employees. Doctors, lawyers and accountants, for example, are almost always members of peak professional bodies. The human resources sector is no different. The Australian HR Institute (AHRI) represents more than 20,000 members in Australia and around the world. AHRI was founded in 1943 as the Personnel and Industrial Welfare Officers’ Association and has been representing HR professionals for more than 70 years. Today, it sets industry standards which are recognised globally, and ensures its’ members adhere to a robust code of conduct. The Institute also supports continuing professional development, and provides a range of learning and development opportunities. Now, the AHRI has officially endorsed the College for Adult Learning’s Diploma of Human Resource Management (BSB50320) as the only currently accredited Vocational Education and Training course in Australia. This honour puts CAL on a par with some of the country’s leading universities, including Melbourne, Monash and Sydney. So why does this matter? What advantages does a diploma with AHRI accreditation have over those that don’t? As it turns out, plenty. We're excited to offer students studying Human Resources with the College for Adult Learning either a Associate (Full Fee) or Professional level membership to the AHRI. As a member, you'll have access to valuable resources to support your studies, be able to join programs and events to help you become job-ready, and attend free member-only networking forums to build your professional network and learn about specialist HR topics. (Terms and Conditions apply) Adapting fast in the modern workplace These days, HR practitioners face challenges that their predecessors (even until fairly recently) could never have imagined. Staff turnover is at the highest in history, and 1.8 million Australians are looking for new employment at any one time. Its is well understood and accepted that the days of a ‘job for life’ are long gone. Well over half of Australia’s employers (57%) expect staff turnover to increase even further, an expensive proposition in terms of training new staff. Yet roughly half of all Australian businesses have no formal training or development programs, and 58% don’t even review salaries regularly. This ever-changing (or ‘churning’) nature of the workforce poses challenges to HR professionals, particularly those entering the industry for the first time. Gaining a solid grounding in the principles and theory of retaining staff (and keeping them happy) has never been more important. That’s why you can expect great outcomes from the College for Adult Learning’s Human Resources Management diploma course. You’ll be job-ready immediately upon completion of the course. The AHRI accreditation gives the bonus of your HR diploma being recognised by Australia’s peak professional body. Upon graduation, you receive a diploma that earns you credits towards the AHRI Practising Certification Program, which is a competitive head start towards further industry recognition. 1.8 million Australians are looking for new employment at any one time, with staff turnover at its highest in history. Click To Tweet The biggest of challenges can be met with the right qualifications There’s no better example of how quickly an industry can change, or have change forced upon it than the Financial Services Royal Commission. The commission’s findings, released in 2019, highlighted systemic and entrenched business practises which disadvantaged customers. As a result, general public trust in banks and other financial institutions plummeted and share prices were slashed. Yet, even after the findings were released and the fallout settled, a survey of AHRI members concurred that leading businesses hadn’t heeded the lessons that were staring it in the face. One of the next three big issues facing workplaces is compressing work time (ie, the ‘four day week’), democratisation (closer links between management and employees), and the rise and rise of remote workers. That’s in addition to ongoing core issues like business strategy, recruitment, and staff retention. The first port of call for a company which truly wants to develop a winning culture is its’ Human Resources department. The College for Adult Learning’s Human Resources Management Diploma gives you the skills to identify problems in the workplace, and come up with ideal solutions. Getting it right will ensure a happier workforce, better employee retention, a solid share price and goodwill from customers. The confidence to make a difference Graduation with a qualification that is endorsed by the AHRI means you’ll be placed to make a real difference from the beginning. An industry-recognised diploma gives graduates a level of confidence and peace of mind that’s unrivalled. In a job application and interview situation, you will also immediately earn the respect of individuals within the HR industry. The onboarding process becomes easier and everyone benefits from a strengthened team. Employers are looking for job-ready graduates with the backing of an institution which sets such high professional standards. CAL’s core units are designed to map precisely with the AHRI’s globally benchmarked Model of Excellence for HR practitioners and academics. You’ll be a standout diploma-ready candidate, armed with knowledge about how to handle all the challenges on the average HR professionals’ plate. The AHRI sets the standard for the human resources professional of the future and the present. Today’s top performers are focused, adaptable, and up-to-the-minute educated. The future needs more HR managers and team players who understand the value of excellence in learning in culture. Considering the peak industry body has given a stamp of approval to CAL’s online Human Resources Management diploma, you’ll know from the outset that your future looks bright. We are proud to announce that from 2022 all CAL graduates of the Diploma of Human Resource Management (BSB50320) will have their qualification accredited by AHRI. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

What does the New National Return to Work Strategy mean for You?

More than 500,000 Australians suffer from injuries or diseases related to employment every year, costing the economy almost $62 billion. The Australian Government recognises the huge economic and human cost of the problem and has recently released the National Return to Work Strategy 2020-2030. Safe Work Australia CEO Michelle Baxter says, “Workers are at the heart of the strategy. We want to help them recover and return to a safe and supportive workplace.” The comeback conundrum Worker welfare is at the core of governmental response. So what changes are required to address the problem? How are outcomes best improved for those who’ve been sidelined by physical or mental illness? And who will drive these changes? Ask anyone about their first experience of the workforce, and you’ll hear stories of daunting challenges and unforeseen obstacles. For even the most confident of us, it’s often a time of trepidation and uncertainty. Returning to employment can be even more intimidating, particularly if you’re coming back from a work-related illness. The Strategy looks at two major issues. Firstly, employees must be the focus and ultimate beneficiaries when implementing new and better policies. Secondly, business leaders, supervisors, and human resources staff will play a critical role in its’ success. Therefore, it’s a great time to get your qualifications updated in order to be a part of the solution, particularly in the fields of HR and business management. The hidden human cost The number of serious workers’ compensation claims has fallen over the past decade, but it’s not all good news. In the same period, the average recovery time has blown out by 32% to almost six weeks. Just think about that for a moment. When did you last have six weeks in a row off work? Even if you’ve ever been so lucky, you probably spent that time away enjoying yourself with the family, on holiday overseas, or just relaxing on a beach. Imagine spending that same period dealing with the physical and mental stress of illness, perhaps much of it laid up in bed, hour upon hour of rehabilitation, dealing with confusing paperwork, and endless other sources of stress. Often, the most severe illnesses are also ‘invisible’ or psychological. These type of injuries make up less than ten per cent of claims, but sufferers spend more than three times as long away from work (17 weeks compared to 5.8 weeks for physical injuries). Even worse, only 58% of workers with psychological injuries returned to work, compared to nearly 80% of those with physical injuries. The role of workplace staff, such as those in the human resources sector, has never been more critical to help smooth an employees’ transition back to the workplace. Prevention better than cure It makes sense from a human perspective, and a cost perspective, to ensure these workers can get back to their workplace smoothly. Those in charge of helping them should think seriously about furthering their education and updating their skills with a diploma qualification. A well regarded educational qualification within your industry will prompt positive changes in all areas related to workplace wellness, from both an employee’s and employer’s perspective. Psychological injuries create a unique set of challenges. Not only is the human cost a tragic one, but it’s expensive to fix too. Mental health compensation payments average $24,500, compared to $9,000 for all other types of claims. Of these, more than nine in ten are caused by mental stress, while 41% are caused by harassment, bullying or exposure to violence. Older workers are also most susceptible, with 60% of claims awarded to workers aged 40 or more. From this, we know that managers and HR professionals can play a proactive role in helping prevent situations from arising before they reach a critical stage. Work pressure and harassment or bullying are easily the most common causes, and poor workplace support or relationships, and substandard environmental conditions are major contributing factors. These are all issues that can be identified and addressed at an early stage if those in charge know what signs to look for in their staff. Suddenly, the value of a respected, intuitive, and professional HR employee becomes very clear, and a Diploma in Human Resources Management (BSB50320) through the College for Adult Learning is a great start. A course that can be completed around work hours and other life commitments is perfect for somebody looking to affect real change in their workplace. Plan to be part of the solution Formalised return to work plans are either compulsory or strongly encouraged in every Australian jurisdiction, and with good reason. Within the first month of a claim, workers with a plan were 1.7 times more likely to re-integrate successfully to the workplace, a figure that doubles once the plan is formalised in writing. Yet only about two-thirds of claimants report having any kind of plan at all. The employers’ role (and that of their human resources department) in this instance is clear. There are, of course, strict obligations for government agencies under the Safety, Rehabilitation and Compensation Act 1988 to support injured workers. Even in private enterprise, workers with a positive attitude about returning to work are far more likely to achieve that goal. Encouragement and support, from the insurer to the boss, is critical. An empathetic approach from human resources staff, coupled with recent diploma qualification in an area such as Human Resources, Business Management or Practice Management, gives you powerful tools to maximise the chances of a smooth transition back to work. We all want our colleagues to get better as quickly as possible, and it’s a proven fact that returning to work can drastically aid the recovery process. Imagine the sense of job satisfaction if you were a key component of that result. The nuts and bolts of a good program So what does a successful return to work program look like? Certainly there’s evidence that the larger the firm, the more options it’s likely to have in terms of what it can offer workers. Data from the National Return to Work Strategy 2018 survey indicates nearly 60% of companies were able to offer modified or alternative jobs upon the employees’ return. Even before then, there’s a range of measures that can be taken to assist a workers’ recovery. 1. Don’t be afraid to keep in touch with a worker during their absence. In most cases, communication doesn’t just assist their recovery, and it recognises their value to the employer. 2. Listen to what the employee needs, and try to understand any management or work design factors that may have contributed to their illness (particularly if it’s a psychological condition). 3. Set realistic goals for their return. Recognise that the workplace may have to change to accommodate a successful return to work. For the physically impaired, that could require adjustable desks or chairs, modified telephones or larger monitors. 4. In other cases, even small changes to traditional workflows may have a huge positive impact on peoples’ mental health, including the preventative side. 5. Be willing to ask the injured workers’ colleagues for input into the return to work strategy. Those with a good understanding of their co-workers’ strengths and weaknesses (and even personalities) can come up with great ideas to assist their colleagues’ re-integration. Be a key player in improving lives We’ve already established the critical role Human Resources professionals can play in assisting injured employees back to the workplace. Having a passion that potentially begins with early intervention right through to developing a tailor-made return to work plan is important. The HR field is full of experienced, talented individuals with amazingly diverse career backgrounds. Many have transitioned to the field by starting in an administrative role and gradually accepted more and more HR related roles within that job. Others have studied subjects such as sociology or psychology. Even if you have to move companies to pursue your passion for HR, assessing the job skills you’ve learned that are relevant, and highlighting them in your CV, can give you a decisive edge in a competitive field. Nothing compares to a diploma that you can study at your own pace, before or after work hours, to get that qualification you need. Diplomas through RTOs like the College For Adult Learning take less time than a degree, yet arm you with the vital skills you’ll need to transition careers. Employers value such qualifications highly. Experience pays well too, with the average annual HR Manager salary in Australia at $130,000. If job satisfaction is just as important to you, then it’s hard to imagine a career that’s more rewarding. You’ll have direct access to senior management and be a key part of shaping a company’s attitude towards it’s most important asset: its’ people. Your central role will contribute to peoples’ lives for the better, often during the exact time that they need your help the most. The National Return to Work Strategy 2020-2030 is an important tool for every Australian company looking to be at the forefront of best practice human resources. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Would a career in Human Resources suit you?

A career in Human Resources encompasses a broad spectrum of disciplines, but when someone refers to “Human Resources” or “HR”, they are describing people in a company who manage the resources needed from, or for employees. Running your business with maximum HR efficiency is a worthwhile but difficult challenge. You have to consider what is best for your employees and your clients. You have day-to-day people management tasks that must get done, meetings to run, interview to conduct, conflicts to resolve, social events to co-ordinate, and the overall strategy of the business to consider. Having an effective Human Resources department can make all the difference to your business and the work you do. Your Human Resources department will be the glue that holds the whole operation together, working behind the scenes to ensure everything relating to your staff and business runs smoothly. The Main Roles of a Human Resources Professional Each day is as different as the people you manage; however, your role will broadly fall into these five areas: Recruiting and staffing: Hiring new employees, ensuring they are the best people for the job, and will fit into your organisation seamlessly. Compensation and benefits: This includes setting compensation structures, evaluating competitive pay, negotiating contracts, and salary packages. Training and learning: Organising training and courses to upskill a company’s staff can often be the job of HR. Professional development is crucial to the growth of a business, and therefore necessary for HR to facilitate workplace training with a bigger picture in mind. Labour and employee relations: You will ensure that all work is compliant with labour and employment law and that your employees are never taken advantage of or mistreated. Organisational development: Working in Human Resources will put you at the forefront of your organisation and often require you to lead and manage every growth and development stage your company goes through. You may find yourself with a variety of career titles and tasks if you pursue a career in Human Resources. You may become the General Manager, Payroll Manager, Recruiter or Recruiting Manager, Employee Relations Manager, Culture and Change Manager, and plenty more. Regardless of the position you have, your roles and day-to-day tasks will always be engaging. With many different disciplines and roles, your career can be as varied as you’d like, making it a truly unique and stimulating career. Six Core Skills you will need in Human Resources When you begin to think about your move into HR, you must first consider what skills you’ll need to be successful. If there are skills you need but do not have, you then have to find the best way of attaining them. The diversity in disciplines across the HR profession means there are a variety of skills that will make you an attractive candidate. 1. Strategic Thinking The ability to think strategically and comprehensively when managing the needs of different people within the context of company goals and vision. 2. Business Operations Knowledge of the internal workings of a business is highly advantageous. If you understand business operations, you will make a smooth transition into any company, and have fewer things to learn as you go. 3. Organisational and Time Management skills Good organisational and time management skills are key for all careers. You want to make sure that you are getting your work completed ahead of or on time and to an appropriate standard. 4. Outstanding Management skills When working in human resources, you oversee many people. Focus on gaining management skills that allow you to be the best leader that you can be. 5. Communication skills Excellent communication skills are a necessity. You will come in contact with a variety of people who will have a different style of communicating, and you must be able to adapt your styles to accommodate others and make the most impact. 6. Delegation and collaboration skills The tasks given to an HR department are demanding and often time-consuming. You must be able to delegate and collaborate with your team to get things done. Working well with others can be challenging, but it is necessary. To obtain these core skills, you can complete an online Human Resources diploma. Studying online allows you to work while you study in a flexible time frame. There is no one way to complete your online diploma, so you will be able to tailor it to your specific needs and goals. Download our FREE HR Career, Salary & Course Guide! Find valuable information on why you should become a HR manager, which HR department suits you, a detailed salary guide, course breakdown and more! DOWNLOAD MY FREE GUIDE Transitioning into Human Resources If you’re looking to transition into a Human Resources career, but you are established in another industry, you may have concerns about whether you will be able to make the transition a successful one. The answer is yes. Whether you currently have a sales, management, health, or administration role, with the right qualifications, you will be able to transition into a Human Resources career. These industry roles will leave you well-equipped with skills and experience that will not go unnoticed by potential employers. Although a career shift can feel like a risk, the pay off is worth it. Taking the initiative to complete further training and education will ease the stress and always be a benefit to your career. An online diploma is one of the best options to help you progress your career goals and gain valuable skills that will benefit a career in HR. Is Human Resources right for you? Working in Human Resources will give you some of the most fulfilling work of your life. You will create meaningful and lasting relationships with your colleagues, be at the leading forefront of your organisation, and help shape workplace culture. You will work closely with people every day, in a diverse and stimulating environment that will ensure no two days are ever the same. If that sounds exciting, then a career in Human Resources will be perfect for you. We are proud to announce that from 2022 all CAL graduates of the Diploma of Human Resource Management (BSB50320) will have their qualification accredited by AHRI. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

The Changing Face of Workplace Diversity

The changing face of workplace diversity is a sensitive but necessary topic that all businesses need to discuss when they are considering employing new staff. Workplaces look significantly different now when compared to a decade or so ago, largely due to the move toward workplace diversity. This is ultimately necessary for reflecting today’s social climate. What is workplace diversity? When people hear the term “workplace diversity” minds often wander straight to the gender gap discussions of recent years. With the equal pay movement continuing to gain strength, the message about including women at equal standing in the workplace is a global concern. While the equal treatment of women and men in the workplace is incredibly important, it is not the only way to define diversity in your workplace. Diversity in the workplace is the notion that companies are open to hiring employees from a wide range of backgrounds; regardless of race, religion, or culture. However, workplace diversity can also be hiring people from different educational backgrounds, personality types, and experience. Effectively, the overarching principle is that there should be no bias when it comes to the hiring of potential employees, and companies should equally compare all candidates. The importance is placed on your staff feeling valued. Rather than hiring someone of a specific background or race, you are hiring the person who is the most appropriate candidate for the role. Australia leads the workplace diversity scorecard Ideally, companies should be aiming to recognise employees’ ideas, perspectives, and unique qualities. For decades, Australia has been considered a diverse and multi-cultural society. As of 2011, 46% of Australia’s 21.5 million population were either born overseas or had at least one parent born overseas. When these people enter the workforce they bring with them immense diversity from a range of cultures and backgrounds. In 2012 Forbes conducted a study analysing varying elements of diversity from age, gender, education, income, migration, and more, to determine the top 50 countries with the highest amount of workplace diversity. The top five ranked countries were Norway, New Zealand, Iceland, Australia, and Switzerland. After deep analysis, these five countries were found to be the most diverse when it came to their employees. At the other end of the scale, the lowest five countries include Poland, Pakistan, Hungary, Turkey, and, the Czech Republic. Of the 50 countries ranked, these five showed the lowest amount of diversity in their workplace environments. In the middle of the spectrum, Indonesia ranked 22nd, followed by Germany, Belgium, Thailand, and the United Arab Emirates. While it is important to consider the customs and economic standing of these countries when analysing the rankings, it is ultimately the individual companies that decide who they will hire, and for what reason. The key for a modern company is to see diversity in the workplace as crucial, not only for individual development of your employees but for the benefit and growth of your organisation as a whole. Download our FREE HR Career, Salary & Course Guide! Find valuable information on why you should become a HR manager, which HR department suits you, a detailed salary guide, course breakdown and more! DOWNLOAD MY FREE GUIDE Five ways you win from having a diverse workplace 1. Mutual respect among employees Working with a variety of people fosters respect among co-workers who start to understand and empathise with each other and their differences. Colleagues can acknowledge the varied strengths and weaknesses that each person brings to the team. 2. It grows your talent pool Embracing a wider range of applicants will increase the likelihood of attracting people with a wide range of talents and abilities that will help your company grow and thrive. 3. Improves employee performance There is a greater chance that your employees will feel comfortable in an environment that they deem to be inclusive. If they don’t feel singled out or alone in the workplace they are more likely to feel encouraged to complete their best work and achieve greater goals. 4. Increased creativity People who come from all walks of life think differently to each other. With a diverse group of minds working together to collaborate on ideas and strategies for your company, you will generate out of the box ideas that will inspire each other, and your clients. 5. Creates a positive reputation for your company A company that openly hires people with diversity in mind is looked upon favourably by the public. People will consider you to be a good employer who treats staff equally and with respect. Generating this positive reputation will attract more staff applying to work for you because they deem your business a great place to work. How to stand out in a diverse workplace Diversity is important, but you need to have the skills that will act as your professional foundation. If you are looking to work for a progressive company that is hiring a diverse workforce, upskilling might be the thing that gets you over the line. Completing an online diploma in management, leadership, human resources, or many other options could give you the skills needed to help you land the jump into a multi-cultural environment. Having these extra skills will make you an attractive candidate for anyone looking to hire. Although the workforce looks different now from what it did ten or more years ago, there are substantial benefits from employing diversely. Soon it will be considered normal for companies across the globe to actively recruit people from all cultures, genders, backgrounds, ages, and ethnicities to drive their business into the future. The face of the workforce might be changing, but it is certainly changing for the better. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

The Benefits of Studying Human Resources Management Online

Anne M. Mulcahy, the former head of Xerox Corporation, famously said that “employees are an organisation’s greatest asset. Human resources management is all about taking care of the organisation’s greatest asset: its’ people.” So what is human resources management exactly? This role can be described simply as using people to improve an organisation’s performance. This involves understanding an employee’s skills, preferences, and even their psychological characteristics. In this article, we’re going to discuss what human resources management involves and why it’s an important skill. We’ll also discuss the benefits of studying human resources management through online study courses. We're excited to offer students studying Human Resources with the College for Adult Learning either a Associate (Full Fee) or Professional level membership to the AHRI. As a member, you'll have access to valuable resources to support your studies, be able to join programs and events to help you become job-ready, and attend free member-only networking forums to build your professional network and learn about specialist HR topics. (Terms and Conditions apply) What is human resources management? Human resources management is all about working with the people that make up your organisation. The role involves many diverse aspects of managing human resources, including: Structuring teams: As a human resources manager, you could be involved in structuring teams within the organisation and then assigning employees to those teams based on their roles and strengths. Building the organisation’s culture: Human resources managers think strategically about an organisation’s culture and how that connects to the business’s goals and brand. They then set out to hire staff who suit this culture. Engaging employees: Human resources management is not just about hiring, it’s about retaining staff too. In this role, you use appropriate techniques to keep staff engaged and motivated. Development: Many organisations know that it’s more cost-effective to invest in professional development than it is to hire new staff. A human resources manager is also responsible for training in the organisation. Download our FREE HR Career, Salary & Course Guide! Find valuable information on why you should become a HR manager, which HR department suits you, a detailed salary guide, course breakdown and more! DOWNLOAD MY FREE GUIDE Why is human resources management an important skill? Human resources management is an important skill for several reasons. Firstly, they take care of an organisation’s most valuable asset – an extremely important responsibility. Secondly, most organisations need or could benefit from human resources management. Human resources managers are valuable to businesses. As a human resources manager, you benefit businesses in the following ways: Improve performance: You use techniques and strategies to help staff work efficiently. This could involve assigning them to roles that suit their strengths and interests. Increase employee satisfaction: Happy employees are efficient employees. You’ll strategise to put employees in roles they find challenging and reward them with adequate salaries and benefits. Provide training: Professional development doesn’t just make employees better at what they do, it also motivates them and increases job satisfaction. You allocate resources for training and provide staff with opportunities to take courses. Reduce staff turnover: In keeping staff competent and motivated, you help reduce staff turnover. This saves your organisations a lot of time and money. Control budgets: Your role as a human resources manager involves budgeting for hiring, onboarding, professional development, and payroll. Resolve conflicts: Disputes will inevitably arise in any organisation. Your role is to manage these conflicts to reduce negative impacts on employees and the organisation. The benefits of studying human resources management So far, we’ve looked at why human resources management is so important and valuable to companies. Now we’re going to take a look at the benefits of a career in human resources management. Taking adult education courses such as the Diploma of Human Resource Management (BSB50320) online could lead you to this rewarding career. 1. Work with people Do you love working with people? Human resources is all about this. This career also allows you to utilise and develop your communication and teamwork skills. 2. Great salary Human resource managers make an exceptional salary of around $127,000 per annum (or $2,445 per week). 3. Career progression As a professional career, human resources management offers the possibility of career progression. This means that you can always learn more and move into more senior roles with greater responsibility. Naturally, this translates to a rewarding career and an increased salary year-on-year. 4. Career options Human resources management involves using ‘transferable skills’. These are skills like communication, teamwork, critical and creative thinking and problem-solving, which can be transferred to most professions. Similarly, businesses in all industries require human resources management. By undertaking a qualification in human resources management, you gain the skills and the freedom to change careers when it suits you. 5. Job security Human resources managers are in high demand. This career shows strong future growth and lower-than-average unemployment. If you choose to do a diploma in human resources management and follow this career path, there is a high chance you’ll experience strong job security. 6. Job satisfaction If you want a fulfilling career, human resources management could be the choice for you. You get to perform an interesting and challenging role with room for career progression. You also perform an invaluable role in your organisation and get rewarded for it. We are proud to announce that from 2022, all CAL graduates of the Diploma of Human Resource Management (BSB50320) will have their qualification accredited by AHRI. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Global Talent Shortages in HR

Why now is the perfect time to refresh your career with a Diploma of Human Resource Management (BSB50320) Businesses around the world have been experiencing a profound market shift in talent shortages and talent management for several years. Consequently, the U.S. Bureau of Labor Statistics (BLS) reports that the demand for Human Resources Professionals is higher than the average growth of almost all other careers. Globally, the trend is mirrored in all developed countries, including Australia. The global Human Resources Management stage At every stage, from bias-free recruitment to creating individual wellness programs, the role of the modern HRM Professional is ever-evolving. With the development of technology and knowledge, human resources skills required by employers continue to be diverse and complex. Digital knowledge, agile thinking, interpersonal and communication skills, and global operating capabilities are in high demand in the current market. Global trends in Artificial Intelligence and advanced data reporting continue to drive advancements in Human Resources software and create roles for those keen to be at the forefront of implementing HR technology. With the evolution of globalised technology, talent shortages are now an easily solvable problem for businesses. Companies in the developed world can rely on the skilled work of people in locales such as Brazil, Colombia, India and South Africa where there is a surplus of skilled talent. These outsourced workforces create challenges and opportunities for ambitious human resources managers. Human Resources Career Opportunities in Australia For human resources workers within Australia who are looking to take on a managerial career, the opportunities are still varied and prominent. Currently, HR professionals need to be able to build quality relationships with stakeholders and employees, advocate for technology that will aid the company and the HR sector, be business driven to work alongside the CEO, be across changes to industrial relations laws, all while managing their team to perform other daily HR tasks. By undertaking a current and relevant Diploma of Human Resource Management (BSB50320), you’ll be giving yourself the best opportunity to enter into an exciting managerial career in a growing profession. Undertaking a Human Resources Management diploma will help you gain valuable skills and knowledge, including: Being able to work in diverse cultures How to manage complexity changing work environments Applying the latest analytical tools Being able to think creatively about filling future skill gaps before they emerge How to target both individual ability and organisation capabilities How to identify business trends and turn them into practical actions Maintaining stakeholder expectations Upon completion of a Human Resources Diploma, you are qualified for positions such as Human Resources Coordinator, Human Resources Manager, and Senior Human Resource Generalist. Achieving a HRM qualification is a smart move if you are already working in human resources or want to change careers from a role in sales, administration or operations. How a double diploma will accelerate your career While studying your Diploma of Human Resource Management, it may be worth choosing a second diploma to complete at the same time to increase your skillset and knowledge pool. The combination of two diplomas gives a Human Resources Professional a wide range of abilities that would be looked highly upon by many potential employers. Human Resource Professionals are urgently needed across all industries in Australia. Any extra skills that a prospective employee can offer workplaces already over-burdened with management shortages are a positive asset for any company. With the ever-increasing global and Australian demand for Human Resources Professionals, now could be the perfect time for you to consider refreshing your career or upskilling with a Diploma in Human Resources Management (BSB50320). Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

How to Manage Change in your Business

Change can be hard on everyone in a business, and people often deal with it in different ways. You may find that you have some staff members eager for change, while others might be reluctant. Many people prefer to stay within comfort zones rather than push boundaries, but with planning, you can make the transition easier. There are several things you can do to ensure that changes to your business will run smoothly. Encourage open discussion Maintaining an open dialogue with your staff will be paramount for your success. Your employees want to feel as though they are informed about decisions and how the change will impact them. Creating a method that will allow ongoing communication at all levels will demonstrate your commitment to your employees. Open communications allow you to explain how proposed changes will be beneficial. Throughout the process of implementing change, have frequent discussions so that your staff feel they are involved in the process the whole way through. Regular staff meetings and forums are a great way to achieve this transparency. Allow everyone to ask questions and voice concerns so you can gauge how best to approach any concerns. Follow a process When dealing with change, people like to see a step-by-step process laid out in front of them so they can follow along. Your business should have a well-defined process that will help you implement change in an easy and stress-free way. Identify each stage of the proposed changes and explain how it will impact different people. You can create a plan and circulate it to your employees so they can adjust to the notions of what is to come before it happens. By doing this, you are giving staff time to prepare and adjust before the changes are implemented. If there are specific employees that will be affected more than others, speak with them directly about how their role may change going forward and the best way to handle that process. A Diploma in Human Resources Management (BSB50320) is a great asset to have in this scenario as it will give you the skills to guide people through change, as well as how to create processes for different people. Utilise Management Management must be there to ensure staff maintain work ethic, and stay productive in their daily tasks. Managers will also be instrumental in keeping staff engaged in their work. Managers bring skills like communication, interpersonal techniques and leadership traits that are comforting to staff who struggle with change. You need to be confident that your managers can understand change and how it will be implemented, then convey this to anxious staff. Your managers may benefit from becoming qualified with a diploma to increase their skills while working. In providing this career growth opportunity, your managers will be able to understand their teams better and know how to guide everyone through the process. Be clear on the goal At the end of the day, your staff want to know what the plan is for the business and their jobs. Explain very clearly what the end goal is when implementing a change, how it will positively impact the business and how it could potentially challenge the status quo. Employees want the entire picture so they can understand why and how changes will happen. Your honesty will ensure that staff can visualise your goals and will be able to help you accomplish them faster. Earning a diploma will give you the skills and knowledge to guide you through the implementation of change. Having strategies and processes to guide staff will make the transition easier and more likely to succeed. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

When is the Right Time to Hire a New Employee?

For any business, regardless of size, it is fundamental to hire the right people, but when is the right time to hire a new employee? A company’s workforce is one of its most expensive and valuable assets, so employing suitable people who understand the company ethos is vital. The most common time to hire a new employee is when someone resigns, and you need like replacement. However, there are many key milestones that require adding more people to your team. We’ve outlined five of these below. 1. Adding staff to ease times of expansion A key time to hire new staff is during expansion. Expansion in a company suggests the company is doing well financially and going through a period of growth. What better time to take a calculated risk and hire new staff to help with the growth. It is natural that business expansion will create new positions. Often your current employees will be already stretched and not able to take on new demands and extra work. Hiring new employees can help to reduce any negative impact the expansion may have and bring fresh ideas into your business at a crucial time. 2. Transitions in structure and systems It is normal for a business to evolve and adapt to ensure it is functioning at the best possible level for both staff and clients. Regular review of processes and structures should mean you can monitor how efficiently the company is working. If you discover that a particular system or structure is not working well then, of course, it will need addressing. Take the opportunity to re-evaluate how your staff are working, and re-distribute workloads to make the business more effective. Transitional periods can be a fantastic time to take on new staff, as new team members can help bridge the gaps between the old and the new structure. New employees who join a company during key organisational changes are often better positioned to implement the new structure with confidence, as they have no prior experience or attachment to the old system. 3. When overworked staff ask for support Another sign that it could be the right time to hire a new employee is if your current staff are working very hard – maybe too hard – and letting you know about it. If there is an overall feeling that they are overworked and complaints that they do not have enough time to take on any additional tasks, then it could be time to open your ears and listen to what they have to say. Identify the areas that they feel the most pressure and consider putting a new member of staff in place to cope with the workload. 4. To turn around sliding productivity Typically in a downturn of activity, you would not consider hiring new staff. However, there are occasions when it might be worth reconsidering. Take a look at why and where the productivity levels are down and review how efficiently the business is running in these areas. Depending on where the problem lies, a decrease in productivity levels could be due to a need for fresh staff. Hiring new, skilled workers and providing them with quality training could bring about a much-needed upturn. 5. Solving issues between employees You can’t get on with everyone in this world, and the working world is no different. Ideally, as a business, you would employ team players who work well with others and are highly skilled for the jobs. Unfortunately, it doesn’t always work like that. Relationships can break down and sometimes issues cannot be resolved. If this is the case, you have to deal with the problem, which can create an opportunity to fill the gap with a new, talented worker that is a better fit for the company. Whenever you decide on the right time to hire a new employee, make sure your induction and recruitment processes are up to date and provide your people with the online training that they need to succeed. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Human Resources Trends for 2023

What can you expect on the horizon regarding human resources trends for 2023 and beyond? A wise business owner knows that employees are by far their greatest asset. Great companies provide workers with an environment in which they’re invested not just financially, but emotionally too. A good human resources professional helps facilitate this. Understanding the trending challenges and changes ahead can empower you to confront (and embrace) them in your business. Continued salary growth The global Human Resource Management sector is predicted to be worth $56.15 billion by 2030. Entry-level HR professionals in Australia can expect a starting salary of $65,000, with job growth projected at 6% over the next 5 years. However, you’ll need the right qualifications to get there, beginning with a Certificate IV in Human Resource Management (BSB40420). Meeting demand with supply The Human Resources sector is a fascinating and rewarding one with a bright future. It’s a simple demand versus supply equation. A recent government study found the need for human resources managers, and training and development managers are growing well above the average workforce demand. In 2020, 78,800 Australian professionals were working in the HR industry By 2024, growth is estimated to exceed 90,000 Even accounting for job ‘turnover’ where existing workers fill vacancies, that shows a strong upward curve of job growth. Most of those jobs will be full-time positions, which indicates career stability and continuity. Whether you are already in HR, or keen to enter HR, a long-term career in Human Resources requires a respected qualification. An AHRI-accredited diploma in human resources through the College for Adult Learning is your perfect choice. A qualification that you study at your own pace, to suit your lifestyle, and at a budget-friendly rate is a smart way to ensure you have an edge in the marketplace. Be trustworthy to attract young talent Historically, Human Resources practices were built around an assumption of trust: trust in the boss, the process, and technology. Unfortunately, that’s not always the case. Changing jobs is now more normal than not, and young workers are leading the way. Millennials (born from 1981 to 1996) change jobs at a rate three times that of their older colleagues.  46% of job seekers say that company culture is at the forefront of their decision about whether to apply for a job. Then it’s no surprise that companies with a reputation for having their workers’ trust are going to be attractive to a prospective employee. With Gen Z predicted to make up 27% of the workforce by 2025, it’s also important to understand their unique set of needs and wants in their workplace. This generation values salary less than all the generations before it – instead placing more importance on work/life balance. A good HR manager will know what companies need to offer to attract this younger talent.  Focus on career engagement and development Employee engagement is a prime focus for companies in 2023. With only 21% of the global workforce feeling engaged in the past year, HR managers and leaders need to make this a priority. Increasingly, employee engagement software is being used to gather and track employee feedback and promote positivity within the workplace. Ongoing training and education, recognition, and career development are the cornerstones of this software. Tailoring individual solutions for each employee is also on the rise, including areas like mental health and overall wellness. Encouraging workplace tolerance and diversity Employers are beginning to understand the virtues of diversity in a modern workplace. Selecting your workforce to reflect on the vast social and cultural differences has enormous benefits. Companies that embrace equality at a board level have learned this valuable lesson. A good HR manager will help the company identify any bias (latent or otherwise) and help remove it from the equation. Driving change in workplace standards Macquarie Dictionary declared ‘#metoo’ as the 2018 word of the year, but its impact in the workplace will be felt more than ever in 2023 and beyond. Sadly, there’s still a long way to go. The fact is, one in three people has felt sexually harassed in their workplace, and one in two people have been exposed to sexual harassment, either as a victim themselves or as a bystander. As a human resources manager, it’s important to take a strong stance on harassment and bullying in the workplace.  The branding of your culture Coca-Cola’s logo is not only one of the world’s most recognisable logos, but it also instantly identifies the company as a global leader. Visual branding sets you apart from the pack and can also be applied to small or medium businesses. Focus on the recruitment page of your website, and ‘sell’ the company’s ethos as carefully as you would your product. A business’ mission statement or culture can be more critical to a would-be candidate than the actual business you undertake. After all, research reveals that Millennials would take a $10,000 pay cut in exchange for improved work life. Overall, Human Resources is shedding its role from tactical to strategic. Everything from board recruitment to technology will be focused on building a happy, healthy workforce where workers arrive to work with smiles on their faces. Be strategic in your approach to 2023 human resources trends and act now to stay ahead of the changes. For those ready to start their career in HR, a Certificate IV in Human Resource Management (BSB40420) will allow you the fundamental skills to take on the year ahead and future trends. If you’re ready to grow your career and become a fluent HR manager, start the Diploma of Human Resource Management (BSB50320). Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

10 Ways of Reconsidering Employee Evaluations

Employee evaluations can be daunting for employee and employer alike, and if not delivered in the right way they can adversely affect an employee’s motivation, confidence and performance. If you are not getting the results you want, it is time to reconsider how you have conducted employee evaluations in the past and make the following changes: 1. Think twice before asking your employees to do a self-evaluation Asking an employee to evaluate themselves may seem inclusive but will backfire if the employee does not take responsibility for their performance. Employees are unlikely to evaluate their performance critically or give themselves a bad appraisal. Some employees will wonder why you are asking them to evaluate themselves instead of doing it yourself and may believe that you are apathetic toward them. Starting the evaluation process this way could be the difference between having a lacklustre meeting or a constructive discussion. 2. Only raise issues you can substantiate with facts and figures If you make a general statement about the poor performance of an employee, they may ask you to cite examples of when their performance has been poor. While facts and evidence are key to providing good performance feedback, without evidence on hand, your points will have less impact. Always give solid feedback and set clear goals for improvement. 3. Refrain from discussing negative personality traits Everyone likes a compliment such as ‘You have a great attitude’. However, if you tell someone that their attitude is poor, they will think you are attacking them personally, so concentrate on behaviour rather than personality. If a persons’ attitude is adversely affecting their performance, address the behaviour that formed your conclusion, rather than focusing on the personal. 4. Ensure you don’t focus primarily on the near-term Employees may get annoyed if the evaluation only considers the two-three months preceding the evaluation rather than focusing on their work throughout the year. Keep records, take regular notes and make sure the evaluation reflects the entire period since the last evaluation. 5. Never be tempted to ‘Overate to Motivate.’ Avoid over-inflating an employee’s performance in the hope that it will motivate them to do a better job. A good evaluation will accurately reflect a person’s performance. Motivate an underperforming employee by sharing the business vision and setting goals together that support the vision. Consider if the employee requires additional training or qualifications to support their growth and performance. 6. Compare to performance standards, not to other employees Making comparisons to other employees creates unhealthy competition and division amongst employees. Only make comparison between employee performance and standards. Even if the person is the lowest performing employee in your team, focus on how they can improve instead of belittling them against other employees. 7. Ask throwaway questions Naturally, we ask questions to engage people and make people feel comfortable. However, avoid discussing the economy, your industry, or the market. The employee evaluation is for the employee to receive feedback on their performance. Questions should concentrate on how to get the best out of the employee and make them succeed. Try to ask questions such as – Do they need assistance? Do they have the resources and tools needed to do the job well? How can we help you do your job better? 8. Be aware of questions you can’t or shouldn’t answer When having an open conversation with an employee, be prepared to have an honest discussion about your employee’s performance but don’t let your guard down and share confidential information. 9. Only make promises you can keep Share business development plans but bear in mind when you say ‘possibly’ employees often hear ‘definitely’. While it is always important to manage expectations, if you’re not sure whether you’ll be able to deliver on something, then don’t mention or talk it up. Post-evaluation, if a potential opportunity doesn’t work out, follow up to let the employee know and explain the reason. 10. Always refer to the previous review You may have forgotten what you put in your employee’s last evaluation, but they haven’t. If you cite the same examples as in the previous evaluation, your employee will feel that you are going through the motions. If you cite the same opportunities as in the previous evaluation, they will assume you think that their career development is limited. A performance evaluation is not just a one-off event, it is part of the process of improvement and development so take good notes and refer to them. You will learn more about how to conduct employee evaluations when undertaking a Diploma of Human Resource Management (BSB50320) or Certificate IV of Human Resource Management (BSB40420) with the College for Adult Learning. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

4 Vital Elements of giving Constructive Feedback

Giving constructive feedback to employees can be a daunting task for managers. Many managers say it is the least favourite part of the position. However, as difficult as it is, being able to do so effectively can have long-lasting results for all involved. Often the employee will be doing many things well and it is only certain specific areas that need to be improved. It is also tempting to let things slide until performance review time rolls around. However, this is not always prudent or desirable. A session of constructive feedback now can save a lengthy and uncomfortable performance review later. By tackling the issue early, you can expect an increase in the performance of the employee, as well as improved interpersonal relationships and a far more productive work environment for everyone. To communicate your ideas constructively, it’s important that you get your message across in a way that isn’t detrimental and find ways to give constructive feedback without being intimidating. Naturally, you want to boost an employee’s self-confidence and work ethic rather than take the wind from their sails. Four Simple Tips to Follow To Give Constructive Feedback Be Specific Get to the point quickly and make sure that you don’t beat around the bush. If you’re vague, your feedback can be misunderstood, and your employee may continue making the same mistakes. Tell your employee the exact instance where they have made a mistake and outline what they can do differently. Prepare notes if necessary with specific examples of the incidents. If it is an interpersonal issue, you can also try role-playing to tackle the issue effectively. If it is operational, perhaps you need to walk them through the correct steps or redo the procedure manual to be clearer. Be Timely Give prompt feedback at the next suitable moment, while the incident is fresh in mind. If you wait too long to give feedback, then the potency will be lost. An immediate response to their action will allow them to associate it with your feedback. This increases the likelihood that they will retain the feedback, take on the learning, and be wary of when they may make the same mistake again. Be Positive For any negative feedback you give, you need to include positive feedback. Approach the criticism in a positive, solution-orientated way and focus on your employee’s strengths. Again, prepare notes about their strengths as well as the areas that need correcting. You want to build self-esteem and encourage on-the-job learning and growth. Agree on what measures will be implemented to support the employee in improving. It can be a good idea to set a review time now for a week or two later, so they have a clear timeframe of your expectations. Reiterate that you are available at any time if they have questions or need further coaching. Be Understanding Discuss with your employee about the source of the mistake and what he or she could have done instead. Work together to figure out whether your employee needs any extra assistance with their job and offer them help where they may need it. You might be surprised by their ideas to improve systems or procedures for everyone. Use this feedback time as a learning opportunity for both you and your employee. Reflecting on constructive feedback When you are competent and willing to provide constructive feedback to your employees, it enables them to work more efficiently to your expectations. It also gives you more insight into how you can improve in managing your employees day-to-day, what additional training they may require, and prompt further thoughts about what you can do to keep them motivated. Perhaps it is also time for a staff function, to implement a staff member of the month scheme or conduct an overall staff satisfaction feedback survey. The best leaders and managers are those who are able to help their team thrive and come into their full potential. Constructive feedback doesn’t need to be a negative thing – when you can follow it up with actionable steps and assistance for the person you can make big changes in their performance and within your company. Next time you find yourself in a position where constructive feedback is necessary, follow our four easy steps to ensure it goes smoothly. A Diploma of Leadership & Management (BSB50420) will harness the interpersonal and practical skills you need to give constructive feedback wisely. Become the very best leader you can be, and propel your career into a management position with our self-paced, online qualification. Speak to one of our Learning Coaches to find out more.

Human Capital is the New Key to HR Leadership

Human Capital and Talent Management have emerged as the ‘new black’ for Human Resources leadership. For the HR professional, staying ahead of trends is key to leading change and survival in today’s rapidly changing landscape. Most CEO’s and CHRO’s agree that Human Capital is a key priority, however it is generally regarded as a long-term need that is important, but not urgent. For the CEO, it means: ‘I have ticked the box, but now HR can deal with it.’ Therefore, a big challenge for HR leadership is to make Human Capital and Talent Management an urgent priority for today.   Keys to Leadership Through Human Capital Management   1. Embracing the New   Talent Analytics – the New Norm in HCM Talent analytics is quickly becoming the foundation of all talent management initiatives. By using talent analytics, talent management trends are implemented efficiently, making speed more important than ever. People Analytics determine the characteristics of the best-performing people and teams. These findings can be used effectively for people and team development, as well as recruitment. AI – a Threat or a Way that brings HR Leadership to ‘The Big Table.’ AI is poised and ready to take HR by storm. It is already adding value to organisations using it to streamline activities and improve the candidate experience. It could also be key to stamping out unconscious bias from the HR process. What are the Potential Uses? AI can transform the current one-way communications from HR to employees. Companies are using AI to: Categorize employee feedback into areas such as compensation, work/life balance or benefits, giving HR teams key insights to integrate into future strategy. Measure engagement, social connection and emotion. Drive better decision-making through smart assistants, allowing managers in direct communication to address concerns faster. Enhance employee experiences through increased employee intimacy. It cannot be avoided that AI initially brings a level of disruption to the HR sector, however with the right team in place, managers can take full advantage of the way AI is revolutionising Human Capital.   2. Five Key Trends for Valuing Human Capital Individual approach The most important trend in HR is individualisation, where employees expect the type of individual experience they have as consumers. Performance Consulting Good people want to become better. Performance consulting does this by offering regular and detailed feedback based on real performance, rather than the standard annual review. Increased Team Focus Many HR practices are still focused on individuals, yet teams and networks of teams are the major building blocks in most organisations. Engagement According to recent statistics, only 13% of the global workforce is engaged in their work. Engaged workers: Yield higher results Contribute directly to higher productivity Are more innovative This means employees should have positive work experiences! People like to share experiences at work and the better that these are, the better it is for workplace branding. Productivity Traditionally capacity problems have been solved by recruiting new people. The problems created with this approach are: Difficulty in applying selection criteria leading to compromise on quality Productivity drops By switching focus to productivity HR can hire fewer people (cost-saving) and instead focus on developing the potential of each current employee.   3. Eliminating Outdated Human Capital Measures Old HR measures such as headcount, compensation/benefit cost, ‘time-to-fill’ and turnover no longer cut it in this new world of accountability. These measures simply don’t go far enough anymore to create shareholder value and align people decisions with corporate objectives. Real leadership requires putting hard science around issues that have traditionally been difficult to quantify, such as, why people leave the company or better job engagement. Human Capital metrics can help predict employee patterns in behaviour as well as future human capital investment demands. The focus on overall efficiency, lean operating costs and significant returns on investment is now expected of HR.   4. The link between Human Capital and company success The Human Capital Idea centres on these two Central Principles: People are assets whose value can be enhanced through investment. Human Capital should be designed, implemented and assessed by how well it helps the company achieve strategic results and pursue its mission. Human Capital productivity is in fact associated with share price gains of between 3%-10% across all industry sectors using Human Capital metrics. Click To Tweet As an example of the link between HCM and company success, extensive research over 16 years has shown gains across all industry sectors of the 10% in Human Capital, with productivity associated with share price gains of between 3%-10%. Now is the perfect time for HR professionals to seize this opportunity and take a leadership role as Human Capital Champions, a role that, executed with excellence will lead them to a seat at ‘The Big Table’. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Human Resources Career Trends

CAL’s top 7 Human Resources trends The 2018 top human resources trends can fall into two main areas driving innovation and change in human resources. These are in the areas of Technology and Employee Experience. Overall the human resources job market continues to grow and excites with possibilities. Seek Australia insights shows that HR and Recruitment job ads grew 20% in 2017. 2018 Human Resources Trend Area A Technology – how it can be used to find, connect, engage and replace people. 1. In Hiring Social Media Across the world, social media has become a tool of choice for many recruiters looking to find new talent in the marketplace. This pursuit of the passive candidate is being done via social media platforms where a savvy recruitment approach effectively targets likely candidates. Hiring Bias Online blind screening is a tool being used to remove bias from the hiring process. Software products assess candidates on skill and capacity, and filter out bias markers such as age and gender. This streamlines the hiring process and ensures a better position fit. Cognitive Gaming Another innovation is the use of gamification in the hiring process. Using online games to evaluate cognitive ability is fun for the candidate and provides useful data for the employer. Fresh candidates and existing employees can benefit from being matched to better workplace roles suited to their assessed cognitive skills.   2. Remote Workforce USA telecommuting employee numbers have quadrupled over the last two decades, to 37% or the total workforce. Tools such as VPN, video conference and online collaboration make remote working easy and engaging. The development of the ‘Gig economy’ (defined as a labour market characterised by short-term contracts or freelance work, as opposed to permanent jobs), is continuing to change the face of work. 2018 will see more even people choosing their ‘gigs’ rather than seeking full-time employment.   3. Digital Tools and Artificial Intelligence In many cases, artificial intelligence is replacing repeatable tasks while predictive analytics is replacing certain levels of management and decision making. AI and digital tools can be used to lower costs and increase employee job satisfaction. Singapore based OCMC Bank has developed an in-house app called ‘HR in your pocket’, that employees use to find answers to standard HR questions. The HR Trend Institute states that in HR Services, both IT and hospitality are important and need to be provided 24/7. Friendly chatbots can be used to help employees and managers. In addition, high-level professionals will still need to fill gaps when the issue is too difficult for the chatbot. In 2018, AI advancements will continue to challenge human resources to skill their workforce in management, problem-solving, troubleshooting and other areas that require a human element.   2018 Human Resources Trend Area B: Employee Experience – a shift from Employee Engagement to making work enjoyable via engagement, culture and performance management.   4. Employee Intimacy The focus for HR is moving from pleasing top management towards cultivating employee intimacy. This puts HR in an employee champion roll developing new areas such as ‘Employee journey mapping’ and ‘Employee wellness plans’. Wellness, communication and productivity technology tools are growing in popularity to manage the processes and outcomes required.   5. Fluid job roles People analytics and a renewed focus on productivity are driving the emergence of fluid rather than fixed job roles. In this model, employees collaborate and craft their own job based on organisation projects. Agile skills and agile management processes supervise the process to make the best vacancy fit for people depending on their capabilities.   6. Learning solutions Rather than long sessions with large groups, learning solutions are being delivered in smaller chunks (known as micro-learning) and delivered to staff when it’s needed via on-demand portals. Many leading organisations are incorporating Virtual Reality and Augmented Reality solutions into training and development to make it more effective, and fun too.   7. Demand for top HR professionals HR Trend Institute in the USA believes that as the level of HR automation increases, jobs in HR services such as HR advisors and assistants will decrease and be replaced with technology. The future then is bright for top human resource professionals and high-level HR architects who will be needed to manage employee experience and organisational transformation. Raise your sights in 2018 and beyond with the right Human Resources qualification 2018 Human Resources trends show that HR is rewarding career path with opportunity for advancement and attractive salary packages. Demand for confident and skilled HR professionals will continue. Human Resources Diploma qualifications from The College for Adult Learning are the perfect place to begin your HR career today. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Is Human Capital ROI the future of HR?

Measuring Human Capital ROI Price Waterhouse Coopers describes Human Capital Return on Investment (ROI) as the single measure that consolidates everything to do with people management, tracking performance, peer comparison and business planning. Why? Because Human Capital ROI is the fundamental baseline measure of employees’ contribution to creating value. In simplistic terms, the purpose of HR is to ‘help the organisation have the right people, with the right skills, in the right places, at the right time to work in ways that deliver on business strategy’.[1] Human Capital ROI then looks at the per unit expenditure on employees (workforce cost) against company profitability to get a profit return figure. Other traditional measures are: revenue improvement efficiencies in non-people cost arenas better controlling the number of Full-Time Employees (FTEs) employed managing people costs and/or improving the alignment of remuneration structures to desired business performance goals. Human Capital as investment not cost Juliet Bourke, Partner, Human Capital at Deloitte is excited about the growing credibility of Human Capital. She says, ‘If you think about human capital as an investment in people it’s obvious my work domain is all about leadership, culture, learning, well-being, flexibility, workforce planning, strategy, change management, diversity, inclusion… the list goes on and on. Now who doesn’t want to work on those issues?’ She argues that the term Human Capital elevates the work of human resources, such as payroll, from being a subordinate cost item on a spreadsheet to an investment and would like to see the term HR replaced by HC. Perhaps then business leaders will connect the dots between achieving strategic objectives with great workplaces and investing in people. Human Capital Trends These thoughts seem to mirror the global trends reflected in Deloitte’s annual Global Human Capital Trends report. ‘Culture and employee engagement’ were the theme of the report in 2015, putting the workforce in the driving seat. In 2016 the trend was, ‘The new organisation: Different by design’, a new model of management that drives empowered teams to create effective organisations, highlighting people again. The emerging trend in 2017, is technology redefining the context of workforce, workplace and the world of work, summarised as ‘Rewriting the rules for the digital age’. Overall, people and their human capital are being placed front and centre, ahead of past management icons of strategy and leadership. The Australian Bureau of Statistics (ABS) cites the trend in Australian labour market being towards more skilled and qualified employees, thus increasing the overall quality of the labour force. The ABS see Human Capital as being ‘widely accepted as a key driver of productivity growth.’[2] Formal Learning as key to increasing Human Capital in Australia The Australian Workforce and Productivity Agency report, Human Capital and Productivity, March 2013[3] provides a conclusion that human capital productivity is increased by: formal learning (learning leading to a qualification) non-certified learning (on the job training, work experience, other learning not leading to a formal qualification); foundation skills; and management and leadership skills A key measure of productivity is changes in wages. Tellingly, for each additional year of learning an individual’s wage can increase between 5 and 16 percent. Another measure highlighted in the report is management and leadership skills. When skills are properly used and complemented by technology, then performance and rates of innovation increase. The OECD takes a global approach when they define Human Capital as ‘the knowledge, skills, competencies and attributes embodied in individuals that facilitate the creation of personal, social and economic well-being’. The report states that learning has correlations with improved health and positive societal and environmental outcomes. A hypothesis exists that investment in the learning of one worker will increase the productivity of all co-workers. The benefits then are twofold – firstly to the organisation and secondly to the economy as a whole. Three ways to invest in your people’s learning and productivity Begin by finding a quality online human resources diploma or online business management course that allows the flexibility of on the job learning credits. The faster your people can qualify, the quicker you will realise the productivity returns. Ensure the course is tailored to adults and not school leavers so that content and networking opportunities become relevant and meaningful. Check the course is fully accredited and supported by Australian-based learning mentors who understand the value of human capital in the Australian and global economy.   Share your experiences of increasing human capital and productivity through learning below. [1] [2][email protected]/Lookup/by%20Subject/1370.0~2010~Chapter~Human%20capital%20( [3] Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

How to Succeed in Performance Management

What is Performance Management? Despite the popular misconception that performance management refers to an annual performance appraisal, this is, in fact, an umbrella term for an entire workplace system which begins as soon as a role is defined, and ends when an employee leaves the organisation. The term performance management captures a series of processes designed to create an environment in which employees can perform at their peak. It involves events such as regular one-on-one meetings, self-evaluations, performance appraisals and developing tools and strategies to effectively measure performance over time. On the other side of the coin, this is also the system which deals with underperformance and how to manage a team effectively, whether that be disciplinary procedures, terminations and addressing developmental needs. The goal of performance management is to identify and address inefficiencies throughout the organisation, separate departments or teams, and also at an individual level. Progress is then planned, enacted, monitored and reviewed on a perpetual basis to continue propelling an organisation forward. Performance management systems have significant influence over factors such as job design, recruitment, training, counselling, compensation and more. A career in performance management can be achieved through online adult education courses. There are specific performance management courses available, including the Diploma of Leadership & Management (BSB50420) online. Components of a Performance Management System Finding and Reaching the Right Candidates It is the role of a performance management professional to inform recruitment procedures, from writing an accurate and targeted job description to implementing the best selection process to identify the top candidate. This is a matter of getting to know what drives candidates, their needs, skills and motivators, and matching each to the organisation. Effectively Orientating New Recruits Once it has been determined that someone is the right fit for the job, performance management gets involved by ensuring that new recruit has everything they need to hit the ground running and perform at their peak. They must be introduced to the organisation, to people, to resources, and stepped through exactly what it is that they are expected to achieve. Providing Ongoing Training and Feedback Everyone has their strengths and weaknesses. It is the role of performance management to tailor an approach to routinely check in with your employees, and make decisions to improve on any weak points. Training, development, and feedback are vital elements to enhance the individual’s career, not just the organisation’s potential. Implementing Reward Structures which Encourage Maximum Performance Investing training, development, and coaching into employees won’t do any good if they feel unappreciated and look for work elsewhere. Reward structures are indispensable tools to show your employees that they are valued – and hard work pays off. Managing Employees Leaving Performance management treats every contact point as an opportunity to improve, and employees leaving is no different. An exit procedure should involve finding out whether employees were unhappy, weren’t being reimbursed to their expectations, or had some other reason to leave so that it can be work on if necessary. Benefits of Effective Performance Management Good performance management practices have the potential to impact individuals, teams, and the entire organisation by: Ensuring that everyone’s performance adheres to strategic and operational goals of the organisation Increased performance translates to increased profitability for the organisation, which in turn improves individual’s’ career prospects and promotion opportunities within the organisation Associating evaluation with incentives such as development opportunities or increases in remuneration Identifying and addressing any specific weaknesses as they arise, such as insufficient employee training Enhanced relationships and communication channels between employees and managers, translating to a more trusting, transparent workplace culture and increased confidence in the organisation as a whole Maximising the opportunity for long-term growth through effective monitoring and review procedures. Productivity Through People: 4 Tips to Improve Productivity It’s easy to place a world of pressures on individual employees in the workplace, but it is often the case that we need to turn to wider systems, cultures, and processes when assessing the root cause of dwindling productivity levels. If several members of a team aren’t performing as they should, then it requires you to conduct a comprehensive assessment of their journey with the company thus far. Do they fully understand their role and your expectations? Do they have the training and resources to meet your targets? Are they motivated to reach them, for reasons other than a dangled dollar? Perhaps they are simply stretched too thin, and the solution for boosting team productivity is, in fact, a redistribution of their time. It can be mind-boggling to comprehend all of the factors which drive a person and to know how to manage a team effectively, so we’ve compiled six tips to get the ball rolling. Let Your Employees Do What They Were Hired To Do Micromanaging can be a huge killer of productivity, as well as employee confidence. A manager who is eager to jump in and take over, or hovers over everyone’s shoulder communicates that you don’t trust them to do a good job without supervision. In many cases, it’s a matter of taking a step back and monitoring progress from afar. You can turn your focus to other areas of assistance, such as ensuring that your employees have the tools, processes, and resources needed to reach their goals. Provide Constructive Feedback We avoid the term criticism because feedback should be both the good and the bad. In a fast-paced, high-stakes environment, it can be easy to let the wins pass by unnoticed. Schedule a weekly or fortnightly check-in with your employees individually, as well as with the team together, to see where everyone is at. This should be an opportunity for you to ask what more you can do to lay the foundations for increased performance, assess work which has been done, and for your employees to explain their circumstances. Any weaknesses or underperformance need to be addressed with positive, outcome-based, practical solutions to improve in the future. Make Time for Team Activities Whether they are work-related or not, team building activities can boost employee relationships—the foundation for an effective team dynamic. If team members are confident with one another, they will be more likely to discuss their work, collaborate on projects, and work better together. It streamlines the entire process. Conducting activities outside the office can be a good way to shake those persistent barriers, and really encourage people to connect on a more personable level. Encourage Ongoing Development Stagnation is the last thing that anyone wants. For organisations, it means that employees can’t progress past a certain skill level, and so their value is limited. For individuals, it means that the role is unrewarding, unchanging, and they are likely to look elsewhere for job fulfilment. Regular training and development not only offers practical skills to benefit all involved, but it provides satisfaction and confidence that the job is nested within a progressing career. Performance management courses, such as the Diploma of Leadership & Management (BSB50420) online, give individuals the chance to study leadership and management to progress. Performance Management Practices: 5 Steps for Evaluating Performance Performance evaluation—one component of performance management—can risk being a highly subjective process, but it is a core part of a career in performance management. Perhaps you feel that an employee is not performing as he or she should, but you can’t quite put your finger on the issue at hand. This vague approach benefits no one. Performance evaluation needs to implement the following steps to ensure that it provides the most benefit to your team, to the individual, and to the organisation as a whole. 1. Clearly Articulating the Problem It sounds simple, but one of the biggest problems is failing to outline the problem at hand. Whether it’s because you’re trying to put a positive spin on things, use jargon or sweeping statements, often employees leave an evaluation feeling like it wasn’t tailored to them, or worse, they don’t understand the key messages. Using checklists, charts, or some other form of system which you can then hand over in a report, can help to clearly show what is strong and where there are weaknesses. 2. Using Visuals to Communicate Tools such as charts are helpful for more than just getting your thoughts straight. They also help to ensure that all employees are on a level playing field and help to break down that communication barrier. Not all of us are aural learners. Try to determine your employees’ preferred communications styles, and cater for them in your meeting. If in doubt, a combination of several methods will be able to get the point across. 3. Setting Attainable Goals By and large, the most important aspect of leading a team effectively is the practical goals that you discuss. It may be that a knowledge or skills gap has been identified, and so adult education courses, seminars, or online learning are the solutions. Perhaps it’s that not enough work is being processed each week, and so you look at ways to streamline the process to ensure time is being used as efficiently as possible. Whenever goals are set, ensure you discuss the short and long-term components, as well as having tangible, quantitative measurement indicators in place – this is a fundamental part of leading a team effectively. 4. Understanding Performance vs. Potential Performance is how the employee has functioned in the past, whereas potential refers to how they could perform, hypothetically. This two-tiered approach encourages appraisers to consider the limitations or barriers that are in place, and what could be improved to help employees reach a higher potential. The 9-box grid system of performance appraisal is the recommended format for defining this relationship. If someone is classified as having a high potential, then that person would benefit significantly from further training or adult education. For those who may be in the running to succeed you one day, you may even consider specific performance management courses where they can study leadership and management, such as the Diploma of Leadership & Management (BSB50420) online. 5. Encouraging a Two-Way Dialogue Remember that an evaluation is a two-way street, and should take the form of a conversation rather than a lecture. This is also an opportunity for your employees to give constructive criticism about the organisation, the team, and your role as manager. No one should feel attacked, and everyone should leave the room feeling positive about the outlined way forward.

6 Tips for Effective Communication With Employees

One of the most under-appreciated aspects of running a successful business is communication. For your business to be successful, you need strong and effective communication with your employees. When your employees understand your goals and feel like their opinions matter, they’re far more likely to reach their potential and this means an increase in productivity. No matter how your communication is now, there are always ways to improve. Here are six key tips on how you can maintain effective communication with all your employees. Have Open Communication When you have open communication with your employees, it builds trust and makes them feel valued. On the other hand, if you simply delegate tasks and don’t get your employees’ input, they won’t perform at their best. Telling your employees why you need the task done instead of just telling them to do something will bring a greater sense of respect for you as management as well. You can foster open communication by encouraging employees to contribute in meetings, whether that meeting consists of just a few people or a large group. It’s also helpful to set a goal for all your employees to work towards. This builds a team atmosphere where everyone contributes and communicates with each other, instead of having teams working independently.   Ensure that Your Attitude Makes You Approachable Most of our communication is nonverbal, and telling employees they can talk to you means nothing if your body language says otherwise. It’s important to always be conscious of your attitude and what you’re projecting to your employees. If you’re short with them or constantly in a hurry, your employees won’t feel comfortable communicating with you. Focus on maintaining a friendly, positive attitude at all times so that your employees know that they can always talk to you. Download our FREE 'Your Career in Leadership & Management' Guide Find the latest information in our eBook about a career in leadership and management, including current job opportunities, soft skills you need, salary information and more. DOWNLOAD MY FREE GUIDE Be Clear and Concise Effective communicators get to the point and make their messages clear. Your goal should always be to get your message across clearly with as little technical jargon as possible, whether you’re talking to an employee in person or sending an email. When you say too much or use technical terms an employee may not understand, you’re just increasing the odds that there will be a miscommunication. This is one area where keeping it simple is the better option.   Welcome Feedback and Take It Seriously Employee feedback is great for your business. You never know when your employees will notice something that you didn’t – perhaps there’s a flaw in that product that didn’t cross your mind, but was obvious to an employee right away. But to get legitimate employee feedback, you need them to know that they can communicate with you and even critique your ideas freely. That’s why you should be appreciative of their feedback and take it seriously. You want your employees to know that you value their opinions. You may want to implement an anonymous feedback program as well to make sure that your employees feel comfortable giving feedback. Set the Right Culture Communication isn’t some task that you can check off your list. It’s part of your company’s culture, and you’ll be the one to set that culture. There are a few excellent methods to set a culture that emphasises communication. Team huddles for between 10 and 15 minutes at the beginning of a shift get the day started on the right foot. In these huddles, you can go over the plan and goals for the day. It’s also good to talk to employees one on one to see how they’re doing, even employees who don’t report to you directly. A quick meeting with the boss can help keep an employee’s morale high. By doing these steps, you can help ensure that open communication becomes a part of your company’s culture.   Keep Your Employees Updated Regularly All too often, business leaders keep their employees in the dark about what’s going on with the company. This leaves employees feeling like they’re only there to do a job, and it creates a barrier between the management and everyone else. Your employees will feel more connected to the company when you keep them updated about what’s going on. Let them know about the results of projects. Thank and congratulate them for successes, and be honest when something doesn’t go as planned instead of trying to spin it. Effective communication with your employees isn’t hard when you know what to do and you’re willing to make the necessary changes. Take a look at how everyone communicates at your business right now to see where there are areas you can make improvements. Implement any of these tips that you haven’t already been doing and it won’t take long before you’re seeing better communication and higher productivity.   About the author Ryan Bridges is a contributing writer and media specialist for Presentation Training Institute. He regularly produces content for a variety of communication and workplace blogs, based around the challenges of creating effective communication in the workplace.

Do you need a better digital workplace culture?

  The agility of mobile devices and access to the internet has contributed to a new work culture in Australia. Technology has liberated us from needing to be at our desks to work, yet with it comes challenges that span across leadership, human resources, IT and business culture.   How well does your organisation execute a digital workplace culture? In a recent study released by Microsoft Australia, 66% of Australians consider themselves to be mobile workers who manage 20% of their time to work outside the office. Yet only 45% of Australian workers feel empowered by their organisation’s culture and management to be able to work together productively and collaboratively. As employees demand more flexibility in work arrangements, organisations are struggling with how to manage the productivity and connection of people they might see less. More often than not, meetings are seen by many team members as a waste of time, especially where other digital options such as Slack, Trello and Basecamp can serve to replace many of these meetings.   Can apps really replace the need for human connection in the workplace? Matt Blumberg, author of the Startup CEO, strategy blogger and CEO of Return Path, Inc. advocates “a Daily Standup (DSU) meeting in which each team member reviews progress against goals for a given period and highlights issues where he or she is blocked and needs help.” Holding a DSU 3 to 4 times a week increases connectivity between his people. The DSU is held at a time accessible to USA team members in different States via video link. For 15-30 minutes, everyone does a quick 1-2 minutes on what they are doing that day. If project sub-teams need to break off after the DSU, then it provides a tone and framework for this to occur. Blumberg says people keep the time free because they have come to value the importance of being both agile and connected. One day a week they do a longer weekly tactical session to focus on bigger items that require more discussion.   Who is responsible for defining, implementing and maintaining digital culture? There is no doubt someone needs to take charge of digital culture, but who? The CEO needs to define the strategy and purpose of digital agility for an organisation and is ultimately responsible for the bottom line productivity (or lack of it), that digital tools create. In the past, the IT manager was responsible for anything technology related, yet IT departments select tools based on paradigms of efficiency and ease of implementation, not necessarily on engagement and culture. Sharon Schoenborn, Director, Office Business Group, Microsoft Australia, believes organisations need to empower their workforce with the right culture, policy, infrastructure and tools to maximise their potential. “It is critical for business and HR leaders to seek ways to better empower individuals and remove barriers to collaborate for the digital age, especially when the Study clearly identifies gaps that can be minimised with technology,” she said. Human Resource leaders then are under pressure to implement and manage how digital technology is used both in and outside of the workplace, in significant ways that go beyond BYOD, social media and intranet guidelines.   Is it time for a digital transformation strategy? Centric Digital, a digital transformation and solution company in San Francisco, says that ‘HR used to be last in the technology line, but their role in the digital transformation framework puts them at the forefront of the technology evaluation process’. Centric see digital as a way to reduce the silos that kept departments separate in the past and believe when HR has un-siloed access to data, they get the insights they need to grow the company strategically. The social options offered by digital tools encourage collaboration and opportunity. If HR leads the technology vision of an organisation, with people at the core beginning with insightful digital onboarding of new team members, then the culture naturally flows from there.   Digital workplace and small business Price Waterhouse Cooper Australia says mobile and internet technologies can transform small business. PwC economic modelling analysis “shows that small businesses can unlock an additional $49.2 billion of private sector output over the next ten years by making better use of these technologies.” Over 50% of this economic growth can come from businesses outside of metro centres. Small business is in an ideal position to capitalise on digital workplace culture. With the automation of processes via digital, comes the ability to adapt and react faster to change, competition and opportunities. Digital devices and resources open access to a larger work-from-home workforce who are often fiercely loyal to employers willing to meet them halfway. Flexible workers reward these bosses with outstanding productivity and the bonus of long-term retention. Over to you… Digital technology is changing and levelling the business world. What are you doing across your organisation to adapt and capitalise on the potential? Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

Why You Need to Use the 9 Box Matrix

Most organisations are managed for mediocrity. Now that’s a BIG statement, but as you finish collating, analysing and reporting on this half-year’s performance appraisal results, you may just be starting to nod your head in agreement. This is also what authors Keller and Price discussed in their book, Beyond Performance: How Great Organisations Build Ultimate Competitive Advantage. So, just how many average performers have you got? Standardising performance management A common problem is a disparity in how people are rated by their managers. Often the underlying cause is no mandated organisation-wide performance grading system such as the 9-box box or grid matrix shown in the following diagram. The 9-box grid focuses on developing a matrix to standardise the measurement of performance versus potential. By dividing the measurement of current performance and future estimated potential into realistic expectations, you can assign values to those expectations and come to a conclusion. The idea is to ascertain whether the team member needs to be observed, developed, or pushed (stretched) to achieve better results.   Read more at Halogen Software.   Performance versus potential Performance is based on the current job. This is the extent to which the team member delivers functional results, demonstrates core competencies, and acts in line with the company’s core values. Potential is the ability to undertake increasingly broad or advanced accountabilities as the business requires during the next 12–18 months. Barriers to a great performance management system In addition to the disparity in the treatment of team member performance by their managers, a lack of mandated, standard, and universally applied KPIs is also a major underlying cause. KPIs can vary wildly from manager to manager and across departments. Both factors contribute to compromised performance data being generated from the performance management system. The problem of “can’t measure it if you can’t manage it” starts when the integrity of the measures is compromised. But as you are reviewing your current results (you are doing a system review aren’t you?), you may consider introducing a 9-box grid into your system that measures performance and potential. This will help bring your KPIs and performance expectations into line across the board and foster positive working relationships and ideally – productivity! Learn how to implement the 9-box grid Get confident with your performance management system and upskill with the College for Adult Learning’s nationally accredited Project Management or HR Management diploma. You’ll learn how to implement the 9-box model, review, update and evaluate your current performance management system, develop agreed and mandated KPIs and train managers and supervisors to provide meaningful input and feedback into the performance review system. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

The 19 Step Guide to Employee Onboarding and Induction

So, you’ve hired a new employee and don’t know where to start. Not to worry! This 19-step onboarding and induction process ensures new hires (and current team members) are ready to hit the ground running on their first day. What’s the difference between onboarding and induction? There can be confusion about the difference between onboarding and induction, which is made worse by some professionals using these terms interchangeably. However, there is a key difference: Onboarding happens after a new hire has signed their employment offer but before their first day. It may include sending welcome packs, employee forms, an introduction from a direct line manager, or information about how they can get to the office and what to expect on their first day. Induction happens from a new hire’s first day onwards. It may include induction training, organisational introductions, office orientation, or connecting them with a mentor. Why is employee induction important? To maximise productivity and get the best out of your new employees, you have to take steps to ensure that they: Feel welcome and respected in the workplace Understand your business and their role within it Have access to everything they need to perform their job well Begin building great relationships within the team Perform at their best This requires forward planning, which is where an onboarding and induction process comes in. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE   Employee onboarding process The onboarding process begins upon a new hire’s acceptance of their employment offer. Ideally, this is at least 10 days before their first day. 1. Forward all necessary paperwork. This includes a signed contract and offer letter, an employee details form, and a signed tax declaration form. You may have an HR system such as Employment Hero that automates some of this for you. 2. Organise access cards. If employees require office access cards or cards for the printer or other office equipment, set this up and leave it on their desk ahead of their first day. 3. Arrange business cards. If the new hire requires a business card, whether physical or virtual, organise the printing or set-up of these cards and leave these on their desk or give them access. 4. Organise corporate charge card. If the new employee is required to travel for business or needs access to a company credit card, set this up so it’s ready for their first week. 5. Phone set-up. This may include providing a desk phone or mobile phone, updating the phone directory on the company intranet and ensuring that voicemail facilities and instructions are available. 6. Laptop and IT applications. You’ll need to advise IT of the new employee’s start date so that they can set up an email account and arrange internet access. IT should also ensure the new hire’s laptop is allocated and set up with the required software and applications pre-installed. 7. Assign and clear their workspace. This is a wonderful opportunity to go the extra mile to make them feel welcome. Provide a notebook, pen and a highlighter, or set up a welcome sign or first-day goodie bag. Add any other resources they’ll require like their laptop, phone, business cards, access cards, etc. If the new starter will have an allocated desk, ensure their ergonomic equipment, additional screens, keyboard, mouse, etc. is set up for them. If your company uses a hotdesking model, you can place everything in a basket and provide this to them on their first day. Copy the following embed code to share on your website: Click on the text to copy the embed code. 8. Prepare the new starter’s manager. Ensure the manager of the incoming staff member: Has been briefed and is adequately prepared for the arrival Fully understands the position description Can communicate the position’s SMARTA objectives, KRAs and KPIs Has a free time slot in their calendar for a meet and greet 9. Communication with current staff members. Advise current staff and key contacts of the new employee’s start date. You may wish to allocate a ‘buddy’ for the new starter and brief them of their responsibilities. 10. Arrange meeting times with key stakeholders. These meetings can be spread over the first week rather than the first day. Just make sure that you book meet and greets individually or as a team with anyone the new starter needs to form closer relationships with. 11. Create a first-day or week package. This consists of materials and training the new starter will need for their first day or week. It should align with the specific role of the incoming employee and include a list of key contact information, training sessions that must be completed, policies to read and acknowledge, accounts to set up, access permissions to check, specific induction training (e.g. IT, intranet, software, processes or team-specific induction), and so on. A first week calendar can be helpful with meetings blocked in and time allocated for various induction activities. 12. Contact the new starter. Send a pre-welcome email that runs through details for location and start-time on their first day, who to ask for when they arrive, and what to expect on the day. This is also the opportunity to answer any questions they may have. Ideally, you should send the email a week before their start date. It should be sent from their direct line manager or the HR manager with the direct line manager cc’d in. Employee induction process Induction begins on the new starter’s first day and typically ends after the six-month probation period. 13. Welcome and introduce them to the team (and their ‘buddy’). 14. Workplace tour. Ensure that you include first aid information, toilets, stationery cupboards, kitchen facilities, meeting rooms, fire fighting equipment, security controls and procedures, building access cards, and their desk. Your tour should also include an explanation of evacuation procedures and assembly areas and an introduction to wardens, first aid officers and WHS committee representatives. 15. Explain HR procedures. Ensure all required paperwork is completed and returned to HR and explain procedures including pay cycles, leave, access to benefits, the code of conduct, applicable policies and their position description. 16. Compliance checklist. Create a comprehensive checklist for new employees to complete and sign, stating that: The company has made every reasonable effort to help them understand their rights and obligations under the law and your policies They understand their rights and obligations They understand and agree to your business policies They understand their role, responsibilities, KPIs and performance framework 17. Ensure everything is working for your new employee. Check that all required software, intranet, databases and emails can be accessed, that phones are properly set up and that everything is in place. 18. Book milestone check-ins. Book regular check-ins with your new starter throughout their first six months or until their probationary period ends. These check-ins should provide opportunities for Q&A, issue resolution and are a great source of feedback for the HR team. Ideally, this will include check-ins at one week, two weeks, the end of the first month, and then monthly until their probation period has finished. After this, your standard annual, six-monthly or quarterly performance strategy check-ins should be sufficient. 19. Probationary meeting. This is typically at the six-month mark and confirms whether an employee has successfully passed their probation period or whether their role is coming to a close. As you’ve been checking in regularly, providing feedback and answering questions, the outcome of this meeting should not be a surprise to either party. It’s also best practice to send an email confirming their probation outcome and any additional information they need to know. Create your own onboarding and induction process You will need to tailor this 19-step employee onboarding and induction guide to your own business, but this will provide you with a great framework to do so. Download our FREE HR Career, Salary & Course Guide! Find valuable information on why you should become a HR manager, which HR department suits you, a detailed salary guide, course breakdown and more! DOWNLOAD MY FREE GUIDE

Why the HR Department is so Important

The human resources department is one of the most important departments in any business, no matter whether said business is big or small. But they’re far more than just a bunch of people who hire, fire and pay employees. Without a skilled HR department to strategically and proactively work with top management, a company’s human capital could simply crumble – and take the company with it. Why HR is Important to Managers   Communication of legal requirements Top management are often too busy with the inner workings of the company to think of the regulations or tends surrounding their workers. This isn’t intentional, but it’s to be expected; their employees are but one part of the organisation. In comparison, the HR department is responsible for updating the company on any current employee regulations it, or its employees, may not be following. Labour laws can feel deceptively simple – but ‘deceptively’ is the key word there. Imagine adjusting all employee salaries, and tax brackets and tiers in response to a change in the minimum salary cap. Would it affect any other structures? That’s what the HR department covers. Recruiting and hiring Recruitment and hiring processes have a huge impact on how a business functions. Imagine you’re a coffee-shop owner, who needs to employ a new barista. There’s a whole host of processes you’d need to go through: the advertising of your job, for starts, prior to sifting through a batch of resumes and applications to determine who to interview; and from that, you’d need to decide who was the best fit. But that’s not the end, either. Other qualifications or expectations might apply – board certificates, an understanding of OH&S, a Working with Children Check. Now consider doing that every single time you need a new barista, and that it’s not a barista role for a small company anymore; it’s a highly competitive graduate-level role, for a big firm which expects much of its workers. Would you want to? HR can handle that more efficiently and more effectively than any one manager. Defining position descriptions, requirements and KPIs Not only is HR responsible for hiring, but HR specialists and associates also need to hire right. It isn’t just about finding a candidate that seems suitable. It’s also about finding a candidate that can suit company needs and standards. To do this, HR workers need to conduct tests, interviews and panel interviews with higher management authorities, in order to reach a consensus on who best to hire, why they’re needed and when they’re needed. Companies with high turnover rates often have the most active HR department because they’re constantly hiring new recruits. Training and induction Once an employee or a set of employees are hired, they need to be inducted and trained so that they’ll match the company’s expectations of them. In smaller businesses, it’s often managers who oversee this extra education and introduction. But larger businesses rely on their HR department to make sure new staff members receive a full induction and acquire the skills necessary to become competent and reliable once they start actually working. During training, they’re taught how to use various systems, as well as the core values of the company. It also falls to HR to ensure that their new recruits are treated as part of the entire team. Learning and development for leaders Don’t be mistaken – managers need training too. It’s common knowledge that employees don’t usually leave companies because the company itself is at fault; more often, it’s that they view their boss as inept. A company’s HR department can help remedy this by conducting training and coaching for managers, so that they’ll be better equipped to take care of the employees under their department. This may seem like just an added precaution, but keep this in mind the next time a manager effectively controls a problem, without the need to take it to higher management. Performance management A great HR department will have a rigorous performance management system in place to determine how to address issues and nurture future superstar employees. One example is utilising the 9 Box Matrix to ascertain an employee’s performance, and measure it against their potential in order to determine whether they need to be developed, managed or supported into bigger and better challenges. Fostering a positive culture The HR department is partly responsible for determine a company’s identity and personality as an employer – and whether it’ll be perceived as a good employer — for they determine how a company treats or responds to its workers. If a company is known as an awful employer, it’s most likely because the HR in conjunction with higher management hasn’t made enough effort to find out what its employees need. Conversely, if a company has a reputation for being a great employer, then it’s partly due to the HR’s efforts to motivate and ensure that employees are treated fairly within the company. Why HR is Important to Employees Legal and regulatory compliance It goes without saying that every employee’s voice and thoughts can be amplified by the HR department, who in turn, ensure that said request or welfare concern is taken into consideration whenever changes in the business can be made. If new labour laws are enforced, it’s the HR worker’s responsibility to inform higher management and ensure said laws are enforced in a timely fashion. Employee relationship management Whenever managers are trained by HR to become better leaders and motivators, their employees can also flourish in the manager’s guidance. The HR department knows that it can be tough working under a lot of pressure, and even more so when the manager doesn’t know how to properly handle employee issues. They intend to smooth over relationship issues between managers and work to safeguard both parties’ interests. Part of this is facilitating productive communication between employees and managers and helping to create positive relationships in the workforce. Disciplinary supervisors HR workers act as overseers whenever an employee is about to be served some disciplinary action. They ensure the action is proportional to the gravity of the offense. For instance, when an employee is going to be terminated for an offense, the HR department’s the one to ascertain that their offense is indeed worthy of termination. The importance of a skilled HR Department In essence, the HR department aims to strike a balance between the needs of the company and the needs of its workforce; it is the intermediary. As the company needs its employees to function in their fullest, the HR ensures the employees are treated fairly. There is an increasing focus on having a current qualification to cement competencies and formalise previous experience in Human Resources. The difference between on-the-job experience and formal, vocational training can be detrimental to performance. Studying an online HR Diploma will show diligence and time management abilities as well as gaining access to benchmarked skills and core concepts applicable to a range of industries. The content covered in a Diploma of Human Resource Management is both comprehensive and evergreen. Experience is what it is – limited, and time-dependent. Ideally, an excellent HR professional will have all the competencies that come with an HR Diploma and the ability and experience to apply it operational and strategic formats. A professional HR department will encompass many roles and activities with the best HR qualifications and know-how to foster a positive workplace environment. And as a company’s employees need the company’s protection and pay, the HR department makes sure that the organisation is able to flourish. Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE  

7 Reasons to Study a Diploma of HR

Working in human resources (HR) management involves taking charge of a company’s biggest asset – its people. Each day will bring excitement and new challenges as you manage employees to maximise their benefit to the organisation. Successful HR managers have excellent communication skills and love interacting with people. If this sounds like you, read on to discover reasons to become an HR manager! 1. Study HR to become a leader HR managers work at the forefront of every successful company. They are aware of the company’s priorities and challenges and make decisions based on this knowledge. Their ability to keep track of what is happening enables them to keep the business a desirable employer. A company’s HR department can have a big influence on its future because of the involvement with current and potential employees. Successful HR managers employ people based on the skills, knowledge and attitude they bring the company. They work closely with them to achieve their maximum potential. 2. Study HR to earn an above-average income While money doesn’t buy happiness, it certainly provides security. In today’s economy, earning an above-average income can open up a lot of doors for you. If you are dreaming of travelling, owning your house or providing for a future or current family, then you will need a dependable salary. Working in HR provides you with many opportunities for career growth as you develop a number of skills associated with high paying roles. You can study a Diploma of Human Resource Management (BSB50320) to learn these highly employable skills, such as organisational development, change management and workforce planning. 3. Study HR to influence people’s lives Human resources management influences the happiness and welfare of employees in a company. Everyone is aware that coming to work is not always appealing. HR managers research and devise strategies to maximise each employee’s satisfaction and work performance by optimising work-life balance. These may include helpful amenities such as flexible working arrangements, fitness classes or childcare facilities. They may also provide free lunches, counselling or professional training in order to upskill and support employees in the workplace. Download our FREE HR Career, Salary & Course Guide! Find valuable information on why you should become a HR manager, which HR department suits you, a detailed salary guide, course breakdown and more! DOWNLOAD MY FREE GUIDE 4. Study HR to help people develop HR managers are directly involved with the end-to-end experience that employees have with the organisation. This means they are there to provide constant support and coaching for each employee. The best HR managers have a genuine concern for the development of each employee. They put time into mentoring and providing helpful feedback to each individual. This is highly useful to a company because they are able to monitor employee performance and make sure each person is performing to the best of their ability. They are also able to get to the root of why an employee may be underperforming or dissatisfied with work and co-create action plans to resolve this. 5. Study HR for continuous growth Companies always need professionals in human resources management as they grow. This means that you can study a Diploma of Human Resource Management (BSB50320) with the security of knowing there will be plenty of career opportunities for you when you enter into the field. The same cannot be said for many other industries. Job competition is tough. Even graduates with a number of reputable qualifications struggle to find jobs in their field. Relieve yourself of the stress by choosing a career in human resources management. 6. Study HR to become a problem-solver If you have a keen eye for attention-to-detail, you will be able to identify future problems before they have the chance to affect a company. As an HR manager, the ability to identify problems areas and produce practical solutions will be a great asset. If you find gratification in problem-solving, human resources management is definitely the field for you. HR professionals keep companies running smoothly by sorting out employee concerns and disputes. This is essential in keeping employees appreciated and productive. 7. Study HR if you want variety in your work day A career in human resources management means that you will always be presented with new situations. Your regular duties will vary from dealing with recruitment strategies to employee welfare and even the effects of new laws on existing workplace regulations. This means that your skill set will also broaden, enhancing your employability and job satisfaction. You will be an expert in communication, management, mentorship and leadership with a unique experience of the modern workforce. A career in human resources management is a highly rewarding venture for individuals who are ready to challenge themselves. If you have always wanted to study a Diploma of Human Resource Management (BSB50320), it’s time to take the plunge! Your Career in Human Resources Do you want to learn more about HR skills employers demand, emerging job roles and salaries, and recent industry insights?  Discover your career in human resources.  HUMAN RESOURCES CAREER PAGE

Meet your Learning Coaches

Kerri Waddell
Head Coach: HR, Business, Administration and Management

Kerri is a Learning and Development (L&D) professional with 21 years of experience in the field. She has a holistic understanding of the L&D function. She has a broad range of skills, knowledge and capabilities related to organisational training and assessment delivery, training needs analysis, training program development, training procedures development, L&D planning and reporting, staff development, leadership/management, performance management, HR functions and project management.

Kerri’s personal educational philosophy is to make a positive difference to the professional and personal lives of people through learning. She likes to assist people to be the best they can be by helping them to believe in their own abilities. She is truly passionate about helping people to learn, grow and achieve!

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I thoroughly enjoyed the course and would happily recommend to anyone who is in a leadership role.

Lee Hartwell

It covered all topics. Talent management, operations, leadership and metrics. Great overview issues in work place discussion. Great output.

Lenny Ewers

It was really great to be able to complete my Diploma at my own pace and I received excellent support from my CAL coach.

Kylie Jarvis

Very practical and useful information that is directly related to the workplace.

Angela Henderson

There are no other RTO's where you can do this and undertake work at your own pace in your own time. 

Shannon Watkins

Thank-you to the CAL team for providing me with a flexible learning environment that would fit around my working commitments.

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