marvinHR Podcast

Season One

Sep 26, 2024

Welcome to the MarvinHR podcast! In just 10 minutes, we’re going to revolutionise your understanding of the Australian workforce. We have two segments that promise to offer perspectives transcending the ordinary. Expect to discover insights that are unlike any others. PODCAST PAGE

SEASON 3 - Performance

SEASON 2 - Purpose & People

This Season we look at Purpose & People

Purpose: Environmental Analysis, Comparative Competence & Value Creation

People: Values & Behaviours, Maximising Strengths, Contribution to Purpose

SEASON 1 - ENGAGEMENT FACTORS & THE 5Fs

We share our insights on the Six Engagement Factors: Reward, Recognition, Voice, Choice, Learning, and legacy.

In Episodes 10 and 11 we look at Humanising through the 5Fs - Faith, Family & Friends, Fitness & Health, Finance & Function and Fun. Ensuring a person is well balanced with appropriate levels in each area.

Detailed summaries on each episode are below the links…

S2 - Episode 11 - Harmonising Contribution and Purpose: The Heartbeat of High-Performing Teams

Here’s the wrap-up episode of this segment.

Now, let’s discuss the final contribution to the purpose. Many people feel underestimated throughout their lives. The beauty of high-performing teams is that they aim to bring everyone together so that they feel valued as human beings. It’s important to show them how their contribution is essential and makes a difference in the world.

If you’re not contributing to the organisation in a way that aligns with its purpose or working in a different direction, it’s crucial to recognise this and try to bring about alignment.

Ensuring that your team is aligned is an ongoing process. For instance, when you’re with your team, quickly check in with your employees and ask how they feel on a scale of 1 to 10. If their score is lower than usual, you must address this promptly.

It’s important to recognise when there is a mismatch in contribution. However, it’s inevitable that we will go through phases as human beings where we may feel off, for example, due to not getting enough sleep.

S2, Episode 10 - Harnessing Strengths + Navigating Vulnerabilities for High-Performing Teams

Building on our discussion from last week about maximising strengths, we conduct workshops that focus on this very principle.
During these workshops, each team member is tasked with identifying and acknowledging the strengths of their colleagues. Many employees are often surprised to learn that their peers have recognised strengths they were unaware of. Even middle managers sometimes have revelations, acknowledging the validity of these strengths for the first time.

The concept that accompanies recognising one’s strengths is the responsibility to harness and develop them. To this end, we emphasise commitment and accountability.

This approach involves understanding one’s strengths, contributing them to the team’s efforts, and how the team can support each individual in being accountable for utilising their strengths. Success is achieved when each member fulfils their commitments, leading to the entire team’s victory.

However, your weakness needs to be above a baseline. Otherwise, it is a liability to the team and puts them at risk. So, each weakness needs to get to a manageable level. Once you get past this (for a team of around 12 people), you can find people around you to make your weaknesses irrelevant.

How do you talk to employees about areas of support? In a trustworthy and vulnerable environment (must have a high level in the team), everyone will site their area of support and say okay; for instance, English is my second language, and I need someone to proofread my written reports before they are sent to clients.

Before this, we ask everyone on the team to share an extremely vulnerable moment in their lives, which is decisive for building trust. So, we don’t like the word weakness. We want it to be this self-reflection. But this needs to be done in a safe and professional environment.

S2 - Episode 9 - Danger at the Desk, How to call out bad behaviour

Today, we are going to talk about organisational culture.
The biggest test isn’t what is on the wall or in a handbook; it’s the lived, acceptable, and unacceptable behaviours.
What are the consequences of behaviour, good and bad?
What we know and preach

it needs to be outrageous; nobody talks about a mediocre meal at a restaurant (only if it was very good or awful)
distributed ownership, where people will say this is or isn’t what we do around here

When we call out bad behaviour
For example, we don’t swear around here.
Then you hear someone drop the f-bomb down the corridor.
It’s more about asking them first… is everything okay… Because this is not how you usually speak?

Nick says 1. seek to understand first 2. then understand the context of what is happening.

But if there isn’t, it’s a matter of saying… this is not what we do here.
But this must happen from the ground up. We know from our leadership of organisations that if you don’t do this, it doesn’t work.
Distributed ownership makes the job of the leader so much easier.

Saarrah next speaks about maximising strengths.
In small organisations, it is like working in a particular area. It’s like being on a basketball team, where everyone works to a specific strength, like being a point guard or a shooter.

Saarrah asks about the areas of strength. Do they need to be at a liveable or manageable point, or can you completely diminish them and make them disappear?

Nick says the starting point is that we are all created with something unique and special about every human being that no one else has.
We will explore this further next week. Once you understand it, it’s mind-blowing.

You have an obligation to exploit this talent, but your team also has the responsibility to help you exploit it.

S2 - Episode 8 - The power of 1 work conversation, things aren't always what they seem

Last week, we focused on dealing with people and how to know who should be on the boat. Today, we bring this to life and discuss some real-life examples of our consultancy work.

Saarrah shared a story about a healthcare professional who was seen taking a pin from a coworker’s pocket. Nick took the time to understand the employee’s perspective and discovered it was more of a cultural difference. The male employee saw his female colleagues as his sisters, leading to the misunderstanding.

It’s important to have one-on-one conversations and ensure all team members are engaged to understand what motivates them.

In another case, a team member took a lot of sick leave, leading the company to consider firing them.

However, upon further investigation, it was found that the employee had a sick wife and a daughter with severe mental health issues, requiring his full-time care. The employee never took sick leave for himself, only for others.

Therefore, the essential rules are:

Have difficult conversations when necessary.
Show empathy.
Have a curious, inquisitive and open mind.
Most importantly, have frequent conversations to understand individuals on a human level.

Ella asked why leaders are sometimes hesitant to be curious. Nick explained that some leaders are highly skilled technically but need more people skills, resulting in the loss of a great technical person and the gain of a poor leader. Additionally, leaders often prioritise results over people due to time constraints or fear of overstepping boundaries. Nick emphasised the importance of sharing enough to be an effective team player.

S2 - Episode 7 - Teams ought to question, knowing what you know today… who is off the boat?

Today, we will discuss maximising people’s strengths and their contribution to purpose.

Our starting point often involves asking: Who is on the boat? And, knowing what you know now, who is not on the team?

This question usually acts as a moment of realisation (a pin-drop moment) for owners and managers, making them aware that there is almost always at least one person who shouldn’t be on the boat.

The Evaluation Consists of 3 Parts:

Character Assessment: Is this individual characterised by the three H’s – honesty, humility, and hard work? Passing this initial judgment leads to the following criteria.
Core Competencies: This involves reviewing a person’s skill sets to determine if we can accept and work with their level of competency.
Performance and Cultural Fit: Lastly, we assess whether the individual performs well and is a good fit for the organisational culture.

We prioritise character because a person can be a high performer or extremely talented, but if they are not pleasant human beings, their presence can be detrimental to a team.

Organisations often struggle to decline these individuals at various stages, including during hiring, upon noticing undesirable behaviours, and when deciding to part ways with them.

Ella raises a question about ensuring the absence of bias in determining who is on or off the team. Nick responds by noting that sometimes the issue lies with the employee and the leadership.

Inadequate leadership might lead a capable team astray, challenging us to address these concerns directly with the leaders despite the discomfort it might cause, especially since these leaders are often the ones who employ us.

We aim to encourage a shift in perspective, focusing on a consensus view of behaviour and direction. For instance, if the team agrees on a set direction, yet an individual, “Dave,” is going against this collective decision, it becomes clear who is not aligning with the team’s objectives.

This process inevitably highlights someone. The follow-up action involves deciding on an ethical, fair, and legal approach to addressing the discrepancy.

We’ve noticed that human beings, whether in teams or social settings, tend to avoid conflict. Failing to confront “Dave” with meaningful, investigative conversations about his actions, especially if he’s unaware of the issue, can perpetuate the problem and is ultimately unfair.

Season 2, Episode 6: Why the 90-Day Check-In is Non-Negotiable

Post-EOFY Advice: It’s essential to review your purpose every 90 days. Neglecting this can expose you and your organisation to significant risks. Focus on strategic abandonment to shed what’s no longer serving you, and look for new strategic opportunities.

Executive Engagement: A critical insight is the importance of executives dedicating time to engaging with their direct reports and frontline employees. Learning directly from customers provides invaluable perspective.

Case in Point – Baby Merchandise: Nick experienced a revealing moment when a couple in their 60s asked us where the baby merchandise was located. It was a wake-up call to a significant oversight the Perth Wildcats hadn’t considered. This incident highlighted a blind spot in their market understanding.

Learning from Every Seat: Reflecting on his time with the Wildcats, He committed to spending at least an hour every week at the reception. This practice wasn’t just about being accessible; it was about immersing himself in every facet of our operations and maintaining a direct link to the pulse of his community.

Final Thoughts from Nick: People are customers first and fans second. But the trouble in sports is that you have thousands of fans who believe in the brand and tell others about it but may never give you a dollar. You can have a fan for life, but you are not making any money from them.

S2, E5: Forget Competitive Advantage let’s talk about Competence (Value Creation). AUG 02, 2024

🔴 Acknowledging Unique Strengths and Talent:

Nick firmly believes that every individual possesses unique strengths and talents that should be recognised and utilised to their fullest potential.

🔴 Embracing Personal and Organisational Strengths:

He states the significance of individuals and organisations leveraging their strengths, highlighting each one's distinctive competence.

🔴 Challenging Competitive Advantage:

Nick challenges the conventional understanding of competitive advantage, which implies that the success of one necessitates the failure of another. He advocates for a more inclusive approach to achievement and success.

🔴Value Creation:

He stresses that achieving excellence in something is not fulfilling if there is no demand for it. This is the missing piece of the puzzle: the ability to solve different problems at various levels.

He mentioned the example of the Self-Perpetuating Brand, explaining how merchandise sales at the Wildcats increased from $20k per annum to over $200k per annum. The goal is to create value that people can sustainably afford. It's preferable to consider a recurring revenue model rather than a one-time payment.

Under-Managed Industries

Recurring Revenues

High-value Creation

Scale

S2, Ep 4: What is a fan for life? -Theory Explained - JUL 26, 2024

What is a fan for life? -Theory Explained

It is a defining moment when a young child of primary school age meaningfully engages with a sporting brand, becoming a fan for life.

Nick refers to this as the defining moment.

Personal Connection: Consider why you support your teams. Often, a significant event in childhood sways your allegiance. For example, if your family supports the Dockers but your grandfather gifts you a West Coast Eagles scarf, you might be a lifelong fan.

Strategic Targeting at the Wildcats: Primary schools are a crucial focus, intending to turn 30 kids per school into lifelong fans.

Compounding Effect: This strategy drives long-term support. Consider 300 schools annually over 15 years. As these children grow into 25-year-olds with jobs and disposable income, they transition from buying $20 seats to purchasing $200 seats. -

Importance of Brand Colour: The initial colour choice was black, but this was changed to red to differentiate, as no other team in WA shared this colour. This led to the creation of what Nick dubbed the "Red Army."

Failure rate: The image has only a 0.8 failure rate. But to put it into perspective, while the vast majority of the audience, let’s say over 34,000 people, might have had a positive experience, a subset—the 280 angry individuals—did not.

S2 - Episode 3 - We will become the Wiggles of Sports

Challenges
🔴 Leading and promoting the concept of being a role model was difficult due to its unusual nature.
🔴 Implementing new behavioural standards, like “no swearing,” was almost traumatic in a team of young males.

Key Actions
🔴 Nick inquired about the players’ daily motivation, highlighting that everyone aims to win and asking what makes them different.
🔴 Introduced the analogy of the Wiggles of sports to explain the concept, comparing colours to numbers to simplify the idea.
🔴 Went from visiting 15 schools a year to 300.
🔴 Emphasised the importance of changing behaviours to align with role model standards.
🔴 Ensured new players bought into the program for continuity and success from day one.

Results and Vision
🔴 Normalising new standards was crucial, even if challenging.
🔴 Focused on understanding and acting upon the organisation’s purpose: alleviating pain and offering gifts to others.
🔴 The goal was to stand out by being very or outrageously different to inspire.

S2, Episode 2: Incremental sacrifices + good habits distinguishing you from the competition.

In this episode, we revisit the story of the Wildcats’ journey.
🔴 Highlights the team’s struggle with low attendance compared to American basketball.
🔴 Mention Perth’s indifference towards basketball and the lack of male role models exacerbated the team’s challenges.
🔴 Discusses the backdrop of a decade-long championship drought.
🔴 Shifts focus on evaluating strengths, adding value, and addressing environmental gaps for problem-solving and rejuvenation.
🔴 Wildcats’ dual purpose: inspire (by filling the need for male role models) and entertain (redefining the basketball viewing experience).
🔴 Aimed at making events about the game and a complete night’s entertainment.
🔴 Facing financial difficulties prompts the question: “How do we change?”

ENVIRONMENTAL ANALYSIS
Basketball was viewed as an ‘American game’ back in 2009, leading to low interest in games.
🔴 Perth is considered a quieter town with limited entertainment options.
🔴 Sports scenes plagued by negative role model behaviour, specifically citing AFL players.
🔴 Acknowledgment that Wildcats couldn’t compete with AFL or Perth Glory.
🔴 Identified the need to solve the team’s over ten-year championship drought.

Nick’s approach emphasises excelling by leveraging our knowledge to create value. Their mission is succinct and powerful, captured in six words:

“To Inspire and Entertain Through Excellence.”

Nick introduces the concept of ‘REPS’: focusing on repetition, incremental sacrifices, and good habits that distinguish us from the competition.

S2 Episode 1: Perth Wildcats, A Turnaround Story

The purpose is “the why.” Some call it strategy, but the purpose is way more fitting because it is interactive; it must constantly be reevaluated. Ninety days is an excellent time to start.

PURPOSE CAN’T BE TOP-DOWN
People on the board don’t see the whole picture; the people on the ground do.
We ask:

What is the environment saying to us?
What are our core competencies (something we are extremely good at compared to everyone else)?
How do we use this to create value?

We don’t recommend having a five-year plan—it should be a maximum of one year. The world changes quicker than five years; take the transport industry as an example.

In this week’s episode, we start by discussing the Perth Wildcats’ turnaround, recounting its thinking and actions, as the results are quite obvious now.

Situation: In 2009, people in Perth were not attending basketball games. The average attendance was 2000 to 3000, with about 1000 to 1500 members. The club was financially very unsafe. Even though it is a high-participation sport, lots of people play basketball.

Idea: Sent names, addresses, and letters to get them to come to games and fill venues, but none worked.

Do or die moment: We will discuss this more in the next few weeks.

SEASON 1

Episode 11: How to Humanise the Human Being through the 5F'S (Part B - JUL 05, 2024

Again, rehashing the 5F's... we will talk about Family. Strong family networks set you up for success. Education: Students with supportive parents are 81% more likely to graduate high school and have a 44% higher chance of post-secondary education [Source: Positive Action - Impact of Parental Involvement]. Saarrah talks about her family's struggles, all of which are in France. She mentions that knowing about your employees' families and humanising them is essential. Ella asked earlier, “How do you draw the line between work and the human being?” What is okay and what is not OK? We start by humanising every human we encounter. The world and Australia often say that we can’t ask these questions or that it is illegal to ask them, but they are essential as they make so much sense in our work. When you speak to someone who is looking for a job, and they have certain living situations, e.g. they are a mother that needs the flexibility for school drop-offs, well, we welcome this data because if we can find that person a job to allow them to do drop their kids off in the morning, work a 6 hour day, then pick them up and do a 2-hour catch up in the evening, well terrific. The employer wins, the employee wins, and there is retention for a long time. We must always be aware of someone's changing environment. With employees, things change constantly, and you need regular contact. Nick makes the point: If you had a magic wand, what would you want in your ideal role, and how could we help you find the right job? Saarrah also makes a good point that our interviews are like an open conversation about where they see themselves in 5 years and how the ideal role will fit into their ecosystem, as there is no point in putting an employee in an environment where their values or opinions conflict because in 3 months, they will quit. Gallup said weekly 1o1s are the number one way to increase engagement in the workplace.

Episode 10: How to Humanise the Human Being through the 5F'S (Part A) - JUN 28, 2024

What are these? Well, here they are in order of importance:

Faith/Mindfulness

Family/Friends

Fitness

Function

Fun

In this episode, we will discuss the first element, which we put as the first importance: faith, mindfulness, and spirituality.

Science says that mental health and spirituality are fundamental to human functioning. How we see the world is very much dependent on our value set.

Almost everybody had a faith framework around 20 to 30 years ago; half the Western world didn’t. Now, we have questions regarding our value set or mindset.

How do you see the world and recharge mentally? We think this is your rutter, setting your why and purpose and making sense of who you are.

Saarrah has observed that failing to prioritise the initial three aspects significantly influences her productivity and leisure. Previously, she primarily focused on her professional responsibilities (function), but she noticed the consequential effects (ripple effects) on the other four areas over time.

However, she adapted her approach through marvinHR sprints, realising the importance of balance. Notably, she found that skipping church on Sunday would directly correlate with a diminished presence and focus at the beginning of the workweek.

Nick makes a good point. For the fun element, if you don’t have a structured view of how you spend your break outside of work, you will spend your life watching Netflix and drinking wine. Few people can answer what part of the day you have to yourself other than the shower.

So in conclusion, you take the fives out of balance, everything falls apart.

Episode 9: Mastering the Six Key Engagement Factors for Team Success - JUN 21, 2024

This episode concludes our segment on engagement factors. The key takeaway is the dynamic nature of these factors; they are not fixed but continuously evolve based on personal circumstances and external influences.

Of the over 5000 people who have done our marvin Scott, this is how they rank in importance.

Learning

Legacy

Recognition

Voice

Reward

Choice

A prime example used to illustrate this concept involves an individual in the process of buying a house. This significant life event can dramatically increase their sensitivity to rewards. The anticipation of acquiring a new home can boost their motivation, making incentives more potent than usual. This heightened reward sensitivity underscores the importance of recognising and adapting to the changing engagement levels of those we interact with, especially in a workplace setting.

We give you some insights into Ella and Saarrah and their key engagement factors. Saarrah has always been high on legacy; she needs to be able to see meaning in her job. But Ella was higher on recognition, coming from jobs like hospitality, where you don’t get recognised or appreciated.

This principle is also held in a professional setting. Regarding certain roles, it’s crucial to have specific metrics for measuring engagement. For instance, when hiring an accountant, we seek individuals who aren’t primarily focused on making choices but are inclined to be innovative and make changes to the existing reporting system. We value individuals who are committed to following established processes.

Employers must remind themselves that engagement is a complex, mutable concept influenced by many factors. Navigating and responding to these changes is crucial for fostering a motivated, responsive, and productive environment, whether managing a team, leading an organisation, or simply understanding the people around us.

Nick's commentary unveils a profound insight into human relationships and the essence of acknowledging individual worth, which remains crucial irrespective of one's status or visibility within a social or professional hierarchy. He emphasises the significance of never undervaluing someone's personal belief systems and values, underscoring the grave consequences of neglect regarding recognition and validation.

Building upon this concept, Nick says it is critical to recognise that acknowledgment extends beyond mere accolades or public praise. It affirms an individual's presence, contributions, and worth to a community or society. This notion goes beyond the superficial aspects of social recognition, delving deep into the essence of human interaction and psychological health. As per the insights offered by Nick, the term 'below 0' serves as a metaphor for scenarios in which individuals may feel undervalued or entirely overlooked. Such conditions can have a severe adverse effect, precipitating feelings of isolation, insignificance, and profound despair.

Therefore, it is crucial to establish a balance, ensuring all engagement levels remain above 0 while acknowledging and elevating those depending on each employee’s unique values and contributions. When you have 1o1s, it is important to revisit these concepts, especially for teams in a high-stress environment.

Episode 8: Routine vs.Revolution - Survey Says Legacy is the #2 Motivator - JUN 14, 2024

Last but certainly not least, the 6th Engagement Factor we will discuss today is Legacy. This concept resonates deeply with many, emphasising the importance of leaving a meaningful impact.

A compelling statistic is that over 10% of Australians actively volunteer their time and energy, showcasing a widespread commitment to creating a lasting legacy beyond their immediate circles. In a survey in 2023, over half (56.5%) of Aussie workers reported engaging in informal volunteering within the last three weeks.

Some find joy and purpose in laying bricks, while others dream of constructing grand cathedrals that touch the sky. What do we mean? Some people are focused on the outcome, while others are more focused on the process of getting things done.

The narrative of contrasting those content with routine against those pursuing a legacy is timeless. However, ambition does not necessitate leaving a mark on history. In the property management realm, the core responsibilities may appear monotonous, characterised by meticulous repetition of tasks daily. Nonetheless, this perceived repetitiveness should not detract from the role’s significance nor diminish the satisfaction it offers individuals passionate about this field.

Curiously, the notion of the 'why' behind an organisation fascinates many individuals with a high legacy. Take, for example, one of our esteemed clients—a drug and alcohol facility. Despite offering standard industry compensation (the award rate), we still consistently attract exceptional talents to these roles. The magnet? A shared vision and a desire to contribute to something larger than oneself.

In the bustling world of startups, the urgency for individuals driven by a desire to leave a legacy becomes even more pronounced. Startups’ tumultuous journey requires visionaries who can peer into the future and navigate the uncharted with tenacity and hope. It's about crafting a narrative that will endure, making legacy an essential ingredient for long-term success.

Interestingly, in our marvinScout survey—completed by over 5,000 Australians—the revelation that 'legacy' ranks as the second-most crucial motivator is a testament to its undervalued significance.

Episode 7: Know Your People, Transform Your Team through Learning - JUN 07, 2024

Today, we are talking about the 5th Engagement Factor: Learning.

Learning is a real need that employees have, and employers need to be aware of it. Only some people are going to be high on learning. We have met some employees who have had enough learning at that particular moment in their career, but this is temporary. For instance, an employee who’s just finished a double degree or completed a master’s or a PhD.

LET'S BREAK LEARNING DOWN INTO 6 FACETS

Learning the Craft or the Trade—Tends to be Graduates Open to learning Anything and Everything.

Self-Learn—To Improve Oneself, one Needs the Organisation’s Help, such as Unpaid Time Off or Flexibility.

Self-Learn—More Formal Training, e.g., an MBA, where the Employer Finally Supports Studies.

Being Challenged is not Formal; it is about not Wanting to Live the same day every day. Think of Jeff Bezos as a highly successful Computer Scientist working on Wall Street who left his job for an Online Bookstore, which is now one of the most successful businesses in the world—Amazon.

Mentor (Wise Person Aid or Guide) -Train (Master vs. Apprentice) and are more like Emotional Aids.

Networks for Informal Feedback - Someone to help the employee connect either Inside or Outside the Organisation/Environment to develop them further in their professional journey

Nicks’s Insight: When he started his career, numbers 6 and 7 were never considered. But he says the science backs it up: The number 1 reason someone stays in their job is that they have a best friend at work - it doesn’t have to be a colleague or a peer who can be someone above you who says they will help you and guide you through your blindspots - have those difficult conversations with you. Nick expresses that this need is not born out of selfishness but stems from a well-rounded aspiration to have role models to admire and learn from.

Saarrah’s Insight: She gave an example of how, back in 2022, during a consulting project, she encountered an employee who was eager to acquire the necessary skills to enhance his people management abilities. Once he mastered these skills and peaked in his learning journey, he left the company for a competitor, where he applied all the knowledge he had gained. This experience underscored a vital lesson: employers must continually offer opportunities for learning and growth to retain talented individuals. She gave another example: about five months ago, she was on the search for a migration agent. She learned that in the modern landscape, the power of networking surpasses the traditional method of merely posting a job advertisement and waiting for applications. The significance of establishing even a single connection can dramatically influence the result. This single connection can open up many opportunities, provide insider knowledge, and, in many cases, result in more productive outcomes than a wide net of impersonal interactions.

Ella’s Insight: She has been researching how Harper Lu, an Australian fashion company, entered a saturated market with unique designs. How did it begin? A trusted dressmaker in the owner’s network suggested she start her own business. This comment motivated her to believe in herself and start the company. Their main differentiating factor is that each design is unique and limited, unlike the fast fashion we see on sites like Shein or ASOS. This example shows the power of informal feedback loops; the person who suggested she started her company was a dressmaker she knew in Melbourne.

Episode 6: How Choice Unlocks Autonomy and Innovation - MAY 31, 2024

🔴 This podcast episode discusses the next engagement factor: choice—more than flexibility or working from home. It emphasises the importance of autonomy in the workplace, especially for knowledge workers. For many, true satisfaction comes from having a say in how they achieve goals (autonomy).

🔴 The episode explores the concept of an "inflection point" where an organisation's goals meet the employee's preferred way of working. It acknowledges that some employees thrive with clear direction while others desire more control.

🔴 The ideal team has a balance of both. "Disrupters" who challenge the status quo are essential for innovation, but reliable team members who follow instructions are also necessary.

🔴 The podcast emphasises the importance of finding the right balance between established methods and encouraging new ideas. High-performing teams create space for innovation while incorporating learnings into their existing systems. Nick highlights that the needs of the team and the organisation always outweigh an individual’s need for choice.

🔴 Key Points:

Autonomy is more critical than just flexibility.

Employees with high choice have a say in what's achieved and how, leading to greater ownership and engagement.

Micromanagement stifles innovation.

Cultural aspects are essential: Australians, with their "tall poppy syndrome," may particularly value autonomy - they don’t like executive authority).

Studies show a link between low control over work and stress and between choosing learning methods and information retention.

Episode 5: From Silos to Synergy, Breaking Down Barriers for Employee Voice - MAY 24, 2024

This episode delves into the critical concept of employee voice and its impact on engagement and retention. Employees who feel heard are more likely to be invested in their work, leading to a more prosperous and positive work environment.

The Importance of Input and Open Communication:

The podcast highlights the desire of high-voice employees to participate actively. They crave opportunities to provide input, speak up in meetings, and challenge the status quo with fresh ideas. This open communication translates to increased engagement, a critical factor in reducing employee turnover. Statistics show a dramatic 43% decrease in turnover for companies prioritising employee voice.

Feeling Heard Leads to Engaged Employees:

The podcast emphasises the strong correlation between employee voice and engagement. Engaged employees are three times more likely to report feeling heard than their disengaged counterparts. Even if voice isn't the top priority for every employee, fostering a culture where everyone feels heard is crucial. Note that only 1 in 4 employees think honestly heard at work, underscoring the need for change.

The Dangers of Silencing Voices:

The podcast also explores the negative consequences of stifling employee voice. A previous role with a top-down management style serves as a cautionary tale. When a concern about employee mistreatment was raised, the owner attempted to silence the voice, leading to fear and low morale.

Catering to Different Needs:

The podcast acknowledges junior staff might prioritise learning and development over actively voicing opinions. However, it emphasises that everyone must feel heard, regardless of career stage, especially when safety concerns them.

Empowering Your Workforce:

By concluding with the importance of employee voice in safety situations, the podcast encourages listeners to create a workplace where everyone feels comfortable speaking up. This fosters a culture of trust, innovation, and a thriving workplace.

Episode 4: The Power of Recognition - More Important Than Rewards? - MAY 17, 2024

This episode dives into "Recognition" as the Second Engagement Factor. As Host and General Manager, Saarrah savours the flavours of her favourite fruity Oasis Tropical drink; she fondly reminisces about her childhood in France.

The discussion explores how recognition, even more than rewards, can be a game-changer for employee motivation. It covers:

Public vs. Private Recognition: When to compliment publicly and offer private feedback.

Constructive Criticism: How to guide and offer solutions when giving feedback.

Authenticity and Specificity: The importance of genuine and specific recognition.

Understanding Your Team: Recognising individual preferences for public or private recognition (think "Love Languages" at work!).

Making Time Matters: Highlighting the power of a leader simply spending time with their team members.

To Lead People Walk Behind Them: Director and host Nick talks about working with Jack Bendat and Andrew Forrest and says there is nothing better a leader can do than make time for people on their team.

Episode 3: Engagement Factors - MAY 10, 2024

SIX ENGAGEMENT FACTORS

Today, we will discuss six factors that impact employee engagement: reward, recognition, voice, choice, learning, and legacy.

We are Focusing on Remuneration Today:

There are a few reasons why employees may seek higher wages.

1. They might need more money due to personal circumstances, such as purchasing a house.

2. They might believe their contribution warrants fairer compensation, especially if they have taken on more responsibilities.

3. Lastly, some employees may have an inflated sense of self-worth and think they should be paid well above the industry standard. For example, recent graduates with no experience request a salary of $75k p.a. + super, while the standard rate is $55k.

For employers...

4. Remuneration considerations begin with organisational affordability. Not-for-profit organisations, for example, may not be able to offer competitive remuneration packages similar to those of for-profit companies.

5. Employers should offer fair pay above the industry award.

6. Lastly, it is unfair to underpay employees, which is illegal, or to have the means to pay employees more but choose to take more capital gains for the company.

Episode 2: Humanising Recruitment - MAY 03, 2024

During job interviews, we pay close attention to the micro-expressions, subtle cues, and minor details that many recruiters often overlook. By doing so, we uncover the true human side of each of our candidates.

Over 80% of marvinHR placed candidates stay in their role for over 12 months.

Our approach to role-filling is guided by the belief that the best things in life are worth waiting for. We don't settle for any candidate that comes our way; we pursue the best candidates in the market.

Consider This:

While our competitors might have five fishermen satisfied with catching any fish, we have five fishermen dedicated to seeking out and capturing the finest fish in the ocean. Our ambition isn't just to participate; it's to excel

The marvinHR Way:

Our approach is akin to finding a life partner - we consider both the employer's expectations and the employee's skills and experience to make an ideal match. This is how we strive to create meaningful and lasting connections between employers and employees

Top 5 Tips:

Interruptions (how and when).
Putting the chair back, offering to put away the glass.
How they treat receptionists.
Candidates using "I" instead of "We."
Interact with more junior recruiters in panel interviews.

Pilot: Setting Sail into the Podcast World - APR 30, 2024

Welcome to marvinHR's podcast where we uncover strategies, insights, and best practices to empower HR professionals and leaders alike.

Introduction to the Team:

Joining you on this exploration are your hosts, Nick Marvin, Saarrah Mathinthiran and Ella Barwood seasoned HR practitioners with a passion for the human side of recruitment.

With over 50 years combined, we bring a wealth of knowledge and a shared commitment to equipping our listeners with actionable insights.

Discussion about this post

No posts

#nojs-banner { position: fixed; bottom: 0; left: 0; padding: 16px 16px 16px 32px; width: 100%; box-sizing: border-box; background: red; color: white; font-family: -apple-system, "Segoe UI", Roboto, Helvetica, Arial, sans-serif, "Apple Color Emoji", "Segoe UI Emoji", "Segoe UI Symbol"; font-size: 13px; line-height: 13px; } #nojs-banner a { color: inherit; text-decoration: underline; } This site requires JavaScript to run correctly. Please turn on JavaScript or unblock scripts