Non-Executive Remuneration Review
The Challenge: With an awareness that remunerationpaid to the Board members had fallen below the current market levels, our Brief was to undertake a Desktop review of like ASX listed mining houses remuneration practices. This included determining if incentive related payments were still prevalent in the leading organisations.
The Outcome: The data collected confirmed that a significant adjustment was required. It also confirmed that incentives such as shares and share options were no longer considered ethical for NED remuneration, such practices were now discouraged by the ASX and the shareholder representation groups.
Immigration Appeals Tribunal Submission
The Challenge; An application for conversion from a Visa Class 457 to a Permanent Resident Visa Class 186 for the Chief Executive Officer of a thriving Construction Services company was rejected by the DHA, and the matter was appealed requiring a submission the Administrative Appeals Tribunal. At the request of the Company Legal advisors, we were asked to prepare a submission explaining why the sponsoring Company needed a CEO, and at the same time, confirm that it was a real position, not simply one created to justify the retention of the Nominee.
The Outcome: The submission was prepared outlining the organisation structure, the responsibilities of the CEO role, and how it complied with the relevant ANZSCO Code. At the same time we had several meetings with the Nominee to document the role he had played in the development of the business, and the resultant increase in both the revenue and the number of full-time employees. We were called to appear as an Expert Witness to support our submission and after several hours of discussion with the Presiding Member the Hearing was adjourned to await the decision. After a nervous 4 weeks the decision was handed down and the CEO is now a Permanent Resident of Australia.
Immigration Visa Class 186
The Challenge: To satisfy the Immigration Dept Position justification requirements relating to a Visa Class 186 application by a Chinese owned Australia enterprise to appoint a Strategic Planning Manager recruited from China. A key component of all Visa 186 applications.
The Outcome: After several meetings with the sponsoring Company Executive Team and a thorough review of the corporate organisation structure, it was apparent that the position of Strategic Planning Manager was a key role. The objective was to justify to the Immigration Dept the critical nature of the appointment. A key pillar of the submission was the need to explain the nature of the role, exactly what a Strategic Planning Manager does, to explain the responsibilities in clear, non ambiguous terms, and at the same time demonstrate the impact that the role has relative to the ongoing development of the client company in the Australian market. The nomination was successful and Permanent residence was granted.
The Challenge: One of several similar requests recently undertaken, this was a request for an Organisation Review to identify the ideal role to facilitate the relocation to Australia of an Executive from the overseas Parent Company. The client had two positions that would fit with the Executive’s qualifications and experience, our role was to identify the most appropriate position to satisfy the review by the Department of Immigration & Border Protection.
The Outcome: Several meetings with the Executive Team of the Australian Company and a review of the existing organisation structure confirmed which position was most needed and which required a skill set not readily available in the Australian market as confirmed by the Department’s listing of Approved Roles. A formal assessment report was prepared and was submitted with the formal Sponsorship Application (prepared by a Licensed Immigration Attorney) and submitted to Immigration, together with the Company Organisation Chart and the Position Description to support this new role.
The Challenge: To do an evaluation of the client company CEO role and prepare a letter of support to the Department of Immigration and Border Protection substantiating the position of the CEO and confirming the need for the individual to be granted Permanent Residency Status to ensure the continuing growth and development of this foreign owned Australian business entity.
The Outcome: A thorough review of the client company including the preparation of an organisation structure and a letter of support that confirmed the impact that the CEO has had on the development of the business. The critical aspect of this assignment was to ensure that Immigration was presented with a complete understanding of the role played by the CEO in the current success of the company, and more importantly the need for the long term retention of the CEO to continue the strategic development of the company. The matter was favourably determined and the CEO achieved Permanent Resident status.
The Challenge: The client was in the process of promoting a current employee into a Project Director role and was concerned that their current remuneration practices did not reflect what was being paid for similar roles within the Australia resources sector.
The Outcome: A formal evaluation of the position responsibilities was initiated, plus an evaluation of the candidate’s qualifications and experience, recognising that in an extremely tight market, increasingly there can be a significant difference between the remuneration levels for a particular role and what a specific individual can achieve because of his/her competencies and track record. This was followed by a survey of an agreed group of companies with similar level project director roles. The result was the client put in place a significant performance related component to ensure that the total remuneration package offered to the employee was in line with what he/she could receive in the open market, and provided very effective golden handcuffs, a key requirement in the overfull employment situation in the resources sector.
Talent Mapping Programme
The Challenge: With a set of roles identified up front, the objective was to establish a Talent Bank of suitably qualified General Management and Executive General Management individuals who agree to be approached by our client company when and if a suitable opportunity becomes available due to organisational growth and development, or due to promotion or resignation of incumbent staff.
The Outcome: Based on the client experience with previous employee recruitment, a group of companies was identified as the probable employers of suitable candidates. Research was undertaken to identify the potential Talent Bank candidates within each of these companies and approaches were initiated. The outcome was a group of individuals who agreed to go on the Talent Bank. Of equal importance was the identification of several roles where obvious replacements were not identified. This has enabled the client to put in place appropriate in-house development programmes to ensure that suitable candidates are available for these roles when the needs arise.
Culture Transformation Intervention
The Challenge: To transform the culture of a US multi-national organisation in the life sciences industry in Australia.
The Outcome: Deploying a range of strategies and solutions, we enabled the client to instil a customer-focused culture, align their HR strategies around a different behaviour and competency set, and increased their sales by 28%.
Comprehensive Organisational Review of a Not-for-Profit Organisation
The Challenge: A long-established NFP in the welfare sector was facing significant financial difficulty and employee demotivation.
The Outcome: A comprehensive review of strategy, organisational and cost structures, talent, capability and potential was undertaken. The subsequent solutions established a sustainable organisation driven by strategy, with the right people, with the right skills, in the right jobs.
Design and Implementation of a Career Management and Coaching Program
The Challenge: A major multi-national telecommunications supplier identified a need to provide employees in Australasia with a facility to access career guidance, coaching and skills enhancement.
The Outcome: We established this facility, ensuring that it aligned with the organisation’s global values, competencies and performance management processes. The facility was a resounding success and the model was adopted by other international business units.
Design and Implementation of Performance Management Process
The Challenge: A medium-size organisation in the manufacturing industry needed to develop a more robust and effective performance management process.
The Outcome: Using the principle of accountability and an outcome-driven model, our solution has increased productivity, enhanced employee engagement, and driven an accountable culture.