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Career tip of the month

Career tip of the month

Advice on making flexible working arrangements successful

1. Have a well though-out plan

If you are working from home, consider what hours you will be available online or to take calls; the best way for people to contact you and how you will participate in meetings.

If you are working part-time, for the days that you are not working, consider how decisions will be made: Will you delegate decision-making? Will you be checking and responding to emails? Are you happy to be contacted in emergencies.

2. Keep connected

If you are working from home, make sure you have the technology in place to work efficiently and effectively. Make things seamless for your manager and colleagues – forward your office phone to your mobile and ensure you can connect into office networks. Technology doesn’t need to be fancy – it just needs to be reliable.

3. Communicate, communicate, communicate

Don’t assume people will know how things are going to work. Make sure you have discussed and agreed your plan with your manager, the person who is delegated to make decisions on your behalf and team members.

Take the initiative to check in regularly, particularly early on in the process, to see how things are going and be prepared to make adjustments where needed.

Ref: HRMonthly September 2015

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Slaves to the inbox

Slaves to the inbox

We need to change our approach to email if we are to take control of productivity in the workplace. That is the conclusion of a new nationwide workplace productivity survey conducted by Human Capital in Australia. The majority of us are at our most productive during the hours of 7am to noon, but waste this high-energy time by checking and responding to emails that bear no relationship to projects that lead to organisation success. Cholena Orr, Director of pac executive Human Capital, says the survey sheds new light “on the degree to which our use of email is harmfully impacting the individual and the company’s success.” Email overload is suffered by 67 per cent of Australians, and each time we react to an incoming message, it takes anywhere between one and 24 minutes to refocus. The advice is to schedule certain times to check emails and stick rigidly to that routine.

Ref: HRMonthly September 2015

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Skill shortages remain in local building
Skill shortages remain in local building
Newcastle MBA Group Training & Personnel has been offering employment and training opportunities for youth of the Central Coast, Hunter Valley and Newcastle Region’s for over 15 years. As a recognised leaders in the field, MBA’s Not for Profit Group Training Organisation has produced some of the finest new builders in the region.
With building activity increasing in the Hunter the industry is starting to see a greater demand for and in job opportunities with apprenticeships. The numbers of which, are at the highest levels in years.
However although this is a the positive increase, there are still seeing skill shortages, as only half of retiring builders and trades people in the industry are being replaced by Apprentices in Training. Building Apprenticeships are a great pathway into the industry where participants can become a profitable quality Builder.
Newcastle MBA Group Training & Personnel offers apprenticeships in a variety of trades including carpentry, plumbing, roof plumbing, bricklaying, painting & decorating, aall and floor tiling, electrical, air conditioning, roof tiling, floor laying, plastering, concreting, landscaping and more. They also offer traineeships in business administration, blinds & awnings, waterproofing and general construction.
Newcastle MBA Group Training & Personnel covers all associated employment responsibilities and only charges the host employers the exact hours the apprentice works on site. They look after all workers compensation, superannuation, inclement weather, TAFE fees & compulsory books, payroll and payment of each employee’s entitlements which helps in saving businesses time and money.
A host employer only has to commit to an apprentice for the period of time that suits the work flow. If the work flow changes the host employee can hand the apprentice back. The apprentice is then rotated for further training with another host employer.
Ref: Hunter Business Review Volume 11 Number 9
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Customisation key to future of workforce training
Customisation key to future of workforce training
With an objective to build a world class workforce Peabody Energy engaged Hunter TAFE in late 2013 to develop and deliver a customised training program to its WAMBO Mine staff.
In just two years, the WAMBO Mine training project has seen more than 400 Peabody employees obtain formal industry recognised qualifications in the organisation’s bid to ensure all employees hold a minimum certificate three qualification.
The project was developed in direct response to a growing need to improve skills across the mining industry. As a result the ground breaking project has helped WAMBO Mine lead the way in workforce training and development.
With a key priority to minimise impact to mine production operations, a two phased approach was adopted to recognise prior training, skills and experience whilst ensuring that the qualifications met modern industry skill, knowledge and compliance requirements.
The result was a collaborative training project between WAMBO Mines, Australian Apprenticeships Centre (ABL) and Hunter TAFE that provided a customised on-site training program that ensured minimal disruption to business as usual. Hunter TAFE Teacher, Albert Sherry said the collaboration between Hunter TAFE’s Mining and Business departments was essential in being able to develop a customised program that would deliver the desired training outcomes.
“The program’s success is due to cooperation between WAMBO, ABL and Hunter TAFE and the commitment of WAMBO’s training department to provide mine staff with quality training,” said Mr Sherry.
To date more than 415 Peabody employees have successfully completed formal qualifications with a further 48 employees expected to complete their training within the next two years.
The qualifications delivered included Resource Processing,Surface Extraction Operations, Underground Coal Operations,Warehousing, Frontline Management, Business and Business Administration.
Ref: Hunter Business Review Volume 11 Number 10
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$180 million Hexham Train Support Facility opened

$180 million Hexham Train Support Facility opened

Aurizon has underscored its commitment to the Hunter Valley in officially opening the $180 million Hexham Train Support Facility.

The facility is strategically located near the Port of Newcastle and provides trains with fuel, water and other supplies, light maintenance and inspection capability. It will also alleviate capacity pressures in the coal supply chain that collectively benefits the local coal industry.

“We’re pleased to continue our investment in Newcastle and the Hunter Valley. Aurizon is confident in the local coal industry and we’re here for the long-haul,” Aurizon’s Managing Director & CEO, Lance Hockridge said at the opening.

“From small beginnings in 2005, Aurizon has grown to an estimated market share of 30% in the Hunter with a 300 strong workforce. Over the past decade, we are proud to have invested more than half a billion dollars in rollingstock and facilities for our growing workforce, and in the community.

“This strategically located facility will provide Aurizon with the platform for the future, through improved capacity, productivity and turnaround times. We want to support the growth and future success of our customers.”

Mr Hockridge said he was extremely pleased there were no safety incidents during the construction and commissioning phases of such a large, complex project.

“Aurizon is creating a leaner, smarter and faster business for our customers but safety will always remain the priority in all that we do,” he said.

“Aurizon is also proud to have created employment opportunities for the local community.  During construction we had 130 full time roles and now that the Facility is operational we have 30 roles.”

The operational footprint only occupies 15% of the total land area of the Hexham facility and some 53 hectares of the site is being dedicated as vegetation offsets.

Ref: Hunter Business Review Volume 11 Number 10