From compliance to the future of work, HR teams today are hit with a multitude of priorities.
In fact, addressing each one individually is an immense effort and likely beyond the capacity of any single HR team, according to Steve Reid, chief people and culture officer, oOh!media.
“The #MeToo scandal is a clear example of why HR should be primarily and obsessively focused on building culture,” Reid told HRD.
“A great culture promotes openness, inclusion, belonging, enables change and demands acceptable standards of behaviour.
“The question is: Is HR doing enough to create cultures that prevent these scandals in the first place? Maybe not.”
Jessica Ciccozzi, general manager people and capability, QinetiQ Pty Ltd, added that she is “acutely aware” that employees don’t always feel comfortable stepping forward to raise workplace harassment concerns.
“The #MeToo campaign provided us with a valuable platform to proactively discuss these issues more openly,” said Ciccozzi.
“It’s easy to become complacent, but we have a duty of care to ensure we are always focused on reviewing our workplaces, training, and frameworks.”
This requires a continuous, long-term strategy that is driven both top down and bottom up, requiring open and honest discussions, according to Ciccozzi.
It also requires all leaders to be engaged and communicating with their teams regularly on acceptable behaviours, even when problematic behaviours aren’t evident.
“HR has a leading role in educating teams and creating safe places for everyone,” said Matt Paine, ICC Sydney director of human resources.
“It’s up to every one of us to ensure our people are aware of what's 'right' and what's 'wrong' in any work environment.”
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