Well, well, well. How healthy is your workplace
John Elliott • Oct 14, 2020

Well, Well, Well. How healthy is your workplace?

Mention the words ‘workplace health’ and most people immediately think of OH&S, or perhaps executive health checks and pre-winter flu shots. Yet true workplace health goes far beyond just the physical safety of you and your team members. In fact, the World Health Organisation defines ‘health’ as a ‘complete state of physical, social and mental wellbeing.’


As more and more business are now discovering, this holistic concept of ‘wellness’ – physical, mental and emotional – can have a major impact on the performance of your team and, yes, your bottom line. It’s also something an increasing number of employees and candidates are demanding from employers.


How big is it? Well, a 2015 report in the Australian Financial Review suggested corporate wellness was already an $8 billion per year industry. Back in 2010 a Harvard study found more than $3 in savings were delivered to employers for every $1 spent. A more recent report from the respected not-for-profit research institute, RAND, estimated the figure closer to $1.50 – still a decidedly impressive 50% ROI.


What exactly is wellness?

Wellness in the workplace isn’t always easy to see, or measure. That’s because it’s typically the result of many factors that combined to influence modern workplaces. Things such as your top-down corporate culture, workplace flexibility, end-of-trip facilities and environmental issues such as air and light quality can all have a significant impact. Get the mix right, and you can look forward to everything from happier employees and higher productivity levels to lower staff turnover rates and fewer sick days.


Research commissioned by healthcare giant, Medibank Private, found ‘healthy’ workers were almost three times more productive than unhealthy counterparts and nine times less likely to have sick days. When you balance this with another study that found stress-related presenteeism and absenteeism are estimated to cost the Australian economy $14.8 billion every year, the argument becomes even more compelling.


Workplace wellness ratings.

Chances are you’re aware of energy rating programs like NABERS, or quality assurance systems such as ISO. Right now several bodies such as the US-based International WELL Building Institute™ are actively implementing evidence-based rating systems, specifically to measure, certify and monitor the performance of workplace features that impact the health and wellbeing of workers.


Macquarie Bank secured Australia’s first-ever WELL registration earlier in 2016 for its new premises at 50 Martin Place in Sydney. With numerous other corporate addresses having since joined them, and many more currently seeking certification, these ratings are poised to become an increasingly valuable tool for business leaders and candidates alike. This makes it vital to ensure your workplace stacks up.


Wellness audits.

Wellness isn’t just an issue for the top end of town. If affects businesses of all sizes and industries. Given no two workplaces or workforces are the same, it’s important to regularly consider the specific factors that impact most upon your employees – and initiate improvements where necessary. One relatively simple process may include conducting an annual wellness audit whereby you engage a cross-section of your team to help you identify both issues to be rectified and opportunities to make things better.


To discuss this, or any other issues relating to improving the performance of your employees, be sure to contact a recruitment and workplace specialist such as ELR Executive.




Executive introducing new leader as part of executive onboarding process

Executive Onboarding in Food & Beverage: The Blueprint for Success

By John Elliott • 09 Apr, 2024
The arrival of a new executive heralds a period of opportunity, transformation, and, inevitably, challenge. The process of integrating this new leader – onboarding – is a critical, often under-emphasised phase that can significantly influence the trajectory of both the individual's and the company's future. So why do so many organisations fail to get executive onboarding right? The High Stakes of Executive Onboarding The adage "well begun is half done" resonates profoundly in executive onboarding. Harvard Business Review reveals a startling statistic: as many as 40-50% of new executives fail within the first 18 months of their appointment. This failure rate is not just a personal setback for the executives; it represents a substantial cost to the company – often up to five times the executive's salary. The reasons for failure? Poor cultural fit, unclear expectations, and inadequate onboarding support top the list. But what makes the consumer goods industry particularly challenging for new executives? It's a dynamic sector where consumer preferences shift rapidly, supply chains are complex, and competition is intense. Here, more than anywhere else, an executive's ability to adapt and lead effectively from the outset is paramount. The Multifaceted Challenges in Onboarding The failure of many organisations in the consumer goods industry to effectively onboard new executives is multifaceted: 1. Tailored Onboarding Versus Standard Processes The provided text emphasises the necessity of a tailored onboarding process for executives, distinct from standard employee onboarding. This is particularly relevant in the consumer goods industry, where executives must navigate unique market dynamics, consumer trends, and complex supply chains in Australia. Tailoring the onboarding process to address these specific industry challenges ensures that executives can hit the ground running with a clear understanding of the landscape they will operate in. 2. The Role of a Dedicated Onboarding Team The concept of a dedicated project team for executive onboarding, as implemented by Palo Alto Networks, could be highly effective in the consumer goods sector. Such a team could focus on providing industry-specific insights, facilitating connections with key stakeholders, and ensuring that new executives understand the nuances of the Australian consumer market. This team would act as a bridge between the executive and the unique aspects of the Australian consumer goods landscape. 3. Engagement During the Notice Period In the consumer goods industry, where market trends and consumer preferences can shift rapidly, keeping executives engaged during their notice period is crucial. This period can be used to familiarise them with current market analyses, consumer behaviour trends, and ongoing projects. This proactive approach ensures that the executive is well-informed and ready to contribute from day one. 4. Cultural Orientation and Familiarity Building a strong cultural connection is vital in any industry but takes on added importance in consumer goods, which often relies on understanding and adapting to cultural nuances to succeed. Regular touchpoints that orient the new executive to the company's culture, values, and consumer-centric approach can help in crafting strategies that resonate with the Australian market. 5. Collaboration Among Various Teams The need for collaboration between HR, Reward, Performance, and Talent teams is pertinent in the consumer goods sector. This collaboration can ensure a unified approach to addressing the specific challenges and opportunities an executive might face in this dynamic industry. For instance, understanding the compensation frameworks and performance indicators specific to different departments within a consumer goods company can aid an executive in making more informed decisions. 6. 'Just-in-Time' Resources The idea of providing ‘just-in-time’ resources is particularly beneficial for executives in the fast-moving consumer goods sector. Given the rapid pace of change in consumer preferences and market trends, having access to real-time data and concise, relevant information can be invaluable. This approach allows executives to stay agile and make decisions based on the latest market insights. 7. Understanding of Performance Cycles In the consumer goods industry, understanding the timing and nuances of performance cycles is critical. This is especially true in a market like Australia, where seasonal trends and events can significantly impact consumer behaviour. The onboarding process should include education on these cycles, preparing executives to plan and execute strategies effectively in sync with these fluctuations. The Role of the Board in Facilitating Successful Onboarding The board of directors plays a pivotal role in the onboarding process. Their actions, or lack thereof, can set the tone for the new executive’s tenure. What should they be doing? Pre-Onboarding Engagement: The process starts before the executive's first day. Boards must ensure clear communication about the company's vision, challenges, and expectations. This early dialogue helps align the executive’s mindset with the company's strategic goals. Structured Onboarding Plan: Developing a comprehensive, customised onboarding plan is crucial. This should cover not just the operational aspects of the role but also the cultural and interpersonal dynamics of the organisation. Mentorship and Networking Support: Assigning a mentor from the board or senior leadership can accelerate the integration process. Additionally, facilitating introductions and networking opportunities within and outside the company is invaluable. Regular Check-Ins and Feedback: Ongoing support doesn’t end after the first week or month. Regular check-ins to provide and receive feedback ensure any issues are addressed promptly. Performance Metrics: Clear, early-established metrics for success help the new executive understand how their performance will be measured. Enhancing Executive Performance through Effective Onboarding The correlation between effective onboarding and enhanced executive performance is well-established. A study by McKinsey found that executives who had a successful onboarding experience were 1.9 times more likely to exceed performance expectations. Furthermore, these executives reported feeling more integrated into the company culture and more effective in their roles earlier than their peers who experienced less structured onboarding. Effective onboarding leads to better decision-making, faster strategy implementation, and a more cohesive leadership team. It builds a foundation of trust and understanding that is crucial in the high-stake, rapidly evolving consumer goods market. Onboarding as a Strategic Imperative Effective executive onboarding goes beyond mere orientation – it is a strategic process that lays the groundwork for long-term success. As we've seen in the consumer goods industry in Australia, a well-planned and executed onboarding process can be the difference between a flourishing leadership tenure and a costly misstep. In an era where the cost of failure is high and the speed of change is relentless, consumer goods companies must view executive onboarding not as a perfunctory checklist but as a fundamental building block of sustainable leadership and organisational success. Remember, your new executive's journey is a reflection of your organisation's commitment to leadership excellence. Invest in their onboarding, and you're investing in the future of your company.
two men are sitting at a table with a laptop and talking to each other .

Talent Acquisition: Internal Strategies vs. Executive Search Partnerships in Australia's Beverage Industry

By John Elliott • 18 Mar, 2024
Explore the pivotal choice between internal talent acquisition and hiring via executive search firms in the food and beverage industry for optimal growth.
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