HRD TV brings you closer to the industry's
most influential leaders and thinkers. Click on the videos below to watch the interviews:
Showing 1 - 9 of 36
A new approach to employee reviews
On this week’s HCTV, Campari Australia’s Vijay Kashyap reveals how the company has changed its review process to eliminate employee fears.
Video transcript below:
Vijay Kashyap, HRD, Campari, Australia
Vijay Kashyap: The birth of Campari, Australia happened in 2009. And from 2009 to 2013, these have been tough times for businesses. But while we talk a lot about tough times for businesses, has anybody paused to say what is going on in the minds of individuals. And the facts are very clear, people are scared. People are scared about losing jobs. People have mortgages to pay and they want continuity and certain sorts of security.
Caitlin Nobes: Vijay Kashyap and his team at Campari spent 2013 thinking about how they could make their performance review process less stressful and more beneficial for both the business and its employees.
Vijay Kashyap: A traditional performance review what it does is, it brings out insecurities in people because eventually you come out with some gaps or weaknesses. So what we did is we recognised the fact that the environment globally and in Australia is tough. So how could we engineer a performance management system where fear is taken out of individuals.
Caitlin Nobes: Kashyap says that the key to changing the way the employees thought was making two simple changes.
Vijay Kashyap: Firstly we have an annual bonus system, which pays people for performance. We have ensured that the KPIs for that are set in isolation of the performance review. We work on a calendar year concept. So at the end of December you know where you stand and how much money you will get on the bonus. But we shifted our review to the month of August. Now that separates actual moneys which reward behaviour or performance, to having an open discussion and our performance reviews are titled not performance reviews, but they go under the tagline of what do you want to be famous for.
Caitlin Nobes: These changes have had huge benefits for both employee morale and the company’s people management strategies.
Vijay Kashyap: And therefore we have done two things. We’ve delinked giving salary increases to the actual time when you are having a discussion on weaknesses and development points and we have taken the fear out by talking about what people want to be famous for. So it doesn’t put pressure on people to say that if I don’t get promoted I am a loser. You want to be famous for whatever you want to be and then we support through an organisation effort by telling people that if you want to be famous for what you want to be famous for, these are the competencies you need to focus on. This is what you need to develop on. This also helps calibrate people’s expectations, you know. So the salesman, if he has the aspiration to be a Sales Director, understands that there is a journey which he or she will have to take. The organisation provides the framework. We have also removed the fear from having these discussions openly because you are not going to lose your job at the end of the day.
Accommodating employees with disabilities(views1687)
Employees with disabilities are frequently overlooked when it comes to diversity & inclusion strategies – and as such employers risk falling afoul of the various laws protecting the rights of workers. HRD TV sat down with Matthew Piper, senior solicitor at Simpson Grierson, to find out what employers must do to remain compliant.
Achieving equal pay on a budget(views1921)
A lack of resources shouldn’t stop any organisation from achieving equal pay, says the HR head of one award-winning charity.
Could your trial periods land you in trouble?(views1909)
One of New Zealand’s leading employment lawyers explains how HR can be sure their trial periods are fair and lawful.
Team building delivering value within the workplace(views1509)
Stu Robertson CEO at Team Up Events says the traditional perception of team building is changing as organisations can start to see the merits of using it as part of their employee engagement and development program. Robertson says team building is an important part of driving workplace culture, and can deliver real results.
Rise of the machines: HR and job automation(views1689)
With increasing job automation and developments like machine learning and artificial intelligence gaining traction, there are fears that many job roles will be made redundant or require a significant overhaul to remain viable. While HR roles are not immune to this trend, Jason Ennor, CEO of MyHR, says there is more to be gained than lost from these developments.
What the Living Wage Movement means for your company(views4759)
The Living Wage Movement has gained traction globally in recent years. HRMTV sat down with Annie Newman, national convenor of the Living Wage Movement Aotearoa, to discuss why its popularity has grown and why there are significant benefits to employers who embrace and support the movement.
New Zealand takes strong stance on diversity(views5192)
A leading expert in the area of diversity and inclusion says Kiwi employers have displayed “a clear and strong” approach in recent years.
How Kiwis are coping with the new Health and Safety Act(views4612)
HRM caught up with top health and safety lawyer Garth Gallaway to gauge how employers have adapted, six months on.
The battle against unconscious biases(views4806)
HR professionals strive to create diverse and inclusive workplaces but unconscious biases can undermine even the best efforts says industry expert Fezeela Raza.