By Lachlan Spicer

2020 was to be a fresh start. A new decade with a renewed optimism in the light of an improving global industry. And for three months, it was. And then there was Covid.

HR practitioners around the world experienced a wave of pressure that never could’ve been predicted at the start of the new year. I have always empathised with our HR friends due to the stress, strain and expectations poured upon them but I never thought it’d be at a level like we’ve all experienced these past few months. To the credit of many, they’ve shone. It has been a great testament to the value that HR brings in times of strain and struggle to be sitting at the forefront of this crisis and stepping up & into the challenge. Well done!

Some countries are through their darkest period, others remain in its midst. It’s clear though that there is an end and the end brings a chance to breathe, reflect, re-consider and refocus our minds & efforts for the balance of the year.
It was in this crisis that we sat back and asked the question ‘how do we further support the industry?’ and ‘what more can we do?’.

It’s then that we started to get excited.

“What if we could help our HR friends implement a talent identification program that assessed workforce capability which included having career conversations tied to a performance rating system that evaluated potential and mapped to talent grids to build succession plans? What if we could re-model the entire recruitment process so that talent identification, attraction & sourcing was both efficient, measurable and responsive to business needs? What if we could review a company’s entire remuneration structure to deliver a quantitative compensation model based on actual industry benchmarks?”

Our conversation continued and flowed through each and every facet of the employee lifecycle and we sat back and thought ‘well we’ve seen much, we’ve done much, but we can help much more’.