Achieving business outcomes through trust, common sense and authentic leadership

2019

Clare Murphy, FCPHR (She/her)

HR Director, EACH

• Your trust in someone is your belief that they are honest and sincere and will not deliberately do anything to harm you.

• If you trust someone to do something, you believe that they will do it.

Definition of trust

SOURCE: https://www.collinsdictionary.com/dictionary/english/trust

Origins of trust1800’s – Community

1900’s – Institutions

2019 - Employers

SOURCE: Edelman's Trust Barometer 2019 www.Edelman.com :

77

5652

42 40

My Employer NGO Business Government Media

Most Trusted Relationship

SOURCE: www.edelman.com

What causes a lack of trust?The top five factors leading to respondents’ lack

of trust in their employers were:

• lack of leadership

• a work environment not conducive to collaboration

• unfair employee compensation

• unequal opportunity for pay and promotion

• high employee turnover

SOURCE: https://www.ey.com/Publication/vwLUAssets/REPORT_-_Global_Generations_3.0/$FILE/report_global_generations_3.0.pdf:

The leading aspects that were “very important”

in determining the level of trust to place in

employers were:

• Delivers on promises

• Communicates openly/transparently

• Provides job security

• Provides fair compensation and good benefits

Which factors promote trust?

SOURCE: https://www.ey.com/Publication/vwLUAssets/REPORT_-_Global_Generations_3.0/$FILE/report_global_generations_3.0.pdf:

The factors that influence trust in leaders were:

• Treats people with respect

• Does what they say they will do

• Communicates openly/transparently

• Operates ethically

• Values the points of view of others

Which factors promote trust in leaders?

SOURCE: https://www.ey.com/Publication/vwLUAssets/REPORT_-_Global_Generations_3.0/$FILE/report_global_generations_3.0.pdf:

Generations and Trust

IMAGE: http://www.canainca.org/rh/index.php/noticias/127-how-to-manage-generational-differences-in-the-workplace

Consequences to a lack of trust:• Poor organisational culture

• Lower engagement

• Higher turnover

• No discretionary effort

• Less productivity

Layers of Trust

• Front line

• Management

• Senior/Executive

• Board and Committees

• External stakeholders

1300 employees

300+ volunteers

65+ sites across the Eastern Seaboard

16 awards/agreements

41,000 clients supported in 2018

110+ programs: NDIS, Older Adult, Community Health Services, Child and Family, Financial Counselling, Youth Services, Mental Health, Aboriginal Health, Alcohol, Drug & Gambling Counselling, Childcare, Early Childhood Intervention, Rehabilitation services, Oral Health and more!

’s journey

• Disruption to the Community Health sector

• Shift from block funding to individualised

• Need to be more commercially focussed

• Impact on culture

We listen We care

We engage We deliver

Common sense

The basic level of practical knowledge and judgment that we all need to help us live in a reasonable and safe way.

Building Trust

• Quick wins

• Effective change management

• Empowering employees

• Communication

• Authentic leadership

Building Trust – Quick Wins

• Small changes can make a big difference

• Put some common sense into policies and HR processes

Building Trust - Effective Change Management

Building Trust – Effective Change Management

Be visible and present

01

02

03Have ears on the

groundBuild the capability of

Managers to lead change & have clarity of

responsibilities

Building Trust – Empower Employees

Share information / rationale to decisions

Be transparent and truthful

Give them a voice

HR

$

Building Trust – Communicate, Communicate, Communicate

• Work with what you have

• Keep it simple

• Make it stand out

• Don’t use jargon or acronyms

• Use a variety of mediums

• Have a good relationship with your Comms team

Building Trust – Authentic Leadership

• Be yourself

• Live the values and make sure you work for an organisation whose values are aligned with yours

• Be visible and engage directly with people

• Talk to people

• Do what you say you will do

Achieving outcomes…or what’s the point?

• Shifting an IR landscape• Collaborative approach• Changing entrenched structures and entitlements• Flexibility to meet operational needs• Reducing labour costs• Flexibility to set salary increases annually• Removing content

Trust in HR

0

1

2

3

4

5

6

7

8

2 YEARS AGO NOW

Exec/Senior Middle Managers

Trust in HR

74.00%

26.00%

44.00%

35.00%

43.00%

13.00%

26.00%

35.00%

•Be visible and lead by example

•Be open and transparent

•Empower others

•Communicate, communicate and then communicate some more

•Don’t underestimate the value of quick wins

•Use common sense and don’t overcomplicate it

Thankyou