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Lauren Dick from Relier Group on how to train employees and build high-performance teams

We interviewed Lauren Dick, the founder and director of Relier Group. Lauren has over 10 years of experience working for Australian owned retail brands such as Kookai, Aje and Tigerlily. In her experience working as a national training and development manager for Tigerlily and a National Retail Manager at Aje, she was responsible for coaching and developing hundreds of individual sales associates all across Australia.

She has now launched her own business, Relier Group, which is a HR consultancy business with the goal of making enterprise training and recruitment accessible for all businesses. Lauren uses her skills to build bespoke training programs and talent acquisition programs which help her clients build high performance teams who achieve consistent business results.

What are the company values of Relier Group and how do you uphold these values?

Relier is a french word with an English translation which means to connect. Connection is my founding value and my two other values are community and communication. My goal is to help businesses connect with their staff so that they can generate customer loyalty, client loyalty, and employee engagement. The communication value is based on open, honest, transparent and kind communication.

The reason I started Relier is because not all companies can afford to have an in house training manager or an in house HR support, so I started Relier so that no business would have to miss out on the benefits that HR can establish between an employee and the business.

What are some things you’ve learned by working in HR?

One of the biggest things I’ve learned by working in HR is to get feedback from the staff who are customer-facing because they tend to understand the customer best. Some businesses make the mistake of making assumptions about what their customer wants when they are quite removed from their customers. A better strategy is to ask their customer-facing staff for feedback.

Another important lesson I’ve learned is to coach your team to make decisions for themselves. I’ve worked in roles where I would have 300 people reporting to me, so it would be impossible to dictate every decision everyone makes. Instead, I learned to coach my team into being autonomous.  By asking them the right questions which are thought-provoking and solution-focused. In the long term being able to coach people into making the right decisions instead of telling them what to do will mean you will develop a team of amazing leaders that are ready to take on new challenges.

Where do you go to learn?

I think that the best way to learn is to look at what other companies are doing well, what they’re not doing well, and then developing an innovative strategy based on that. I would probably say a lot of my learning is self driven and is about understanding the competitive climate.

How do you ensure that a new hire is a good fit for your clients?

In my experience with recruiting for large companies for several years, what I’ve learned is that the culture first approach gets the best outcome in the end. The culture first approach means that you hire people based on cultural fit first, rather than their technical skill. The reason why I use this approach is because I believe that the best outcomes don’t always come from the people who have the best technical skill. Culture fit is especially important in a client and customer facing role, because the employees are representing the brand to customers and clients in everything they do. In my experience, a culture fit is always more important than a skill fit because skill fit is easier to find.

What tips would you give someone who’s just starting out in HR?

In any HR role, you have to start by really mastering leadership and mastering people management. Theory can only teach you so much it really comes down to getting practical experience in leadership and management roles. In these roles you will be able to learn how to manage different personalities, learn how to be an effective communicator and how to take on feedback to give feedback.

Education comes next when you’re at the point where you do want to step into a generalist role or a HR specific role. However, experience comes first because it’s hard to give advice when you haven’t been in the situation yourself. That’s why it’s important to pick your field, get experience, lead people, become an amazing leader and then go from there.

What are some of the best things that you’ve learned about leadership?

I think good leadership starts with communication. One of the best things I’ve learned is how to communicate effectively and drive learning for different personality types. Learning that different people have different needs has been really beneficial for me.

I’ve learnt to tailor my communication based on the needs and innate motivations of each individual team member and this has certainly been fundamental to my success. For example, I consider who in my network is an intuitive leader, who is driven by analytics, who is driven by individual success, who is more driven by shared team successes and so on. This then determines how I lead, coach and personalise their training to optimise outcomes. Communicating differently with each personality type is a skill I’ve learnt through retail training courses and consistent applied practice throughout my entire career.

How do you lead, coach and strategise with clients to achieve great retention rates for them?

It depends on what service they need, whether it be hiring and performance advice or developing customer service models.

My approach is to collaborate with the entire team, get to know the customer and develop a model which is customised for them. This helps to improve the retention rates and get better results on the shop floor.

Adjusting the focus and roles of the team to ensure that the right people are in the right roles is also important. For example, moving team members to focus on KPIs or moving them from a KPIs focus to a networking focus. This process ensures that my clients can retain talent and save on costs associated with having to hire or train new employees.

How do you ensure that new hires of your clients have a great experience?

I work on the onboarding process for my clients as a first step. An example which comes to mind is when I developed a digital onboarding experience using Flare for one of my clients. This client was a holiday and travel business, so I developed an onboarding process which was aligned to their values. In this onboarding process, it would take new starters on a digital journey which was really unique to the client’s business. I believe that a new starter’s onboarding experience sets the tone for what they can expect on their first days at work.

Are there any final words you’d like to share with our audience?

The best thing you can do is communicate regularly with your team and lead with kindness. This can help you ensure that you are staying productive and working towards your goals.

Some businesses are afraid to share results with their team, however I believe that it’s important to educate your team on the results, why they’re important and how they can impact the business in a positive way. Showing your team that they are important and they can make an impact is my biggest tip.

How to build an effective human resource planning checklist

The 4 comprehensive steps of human resource planning

Human resource planning comprises four comprehensive steps

When creating a human resources plan, these are the main considerations for any HR professional. Start with broader goals, narrow them down to strategies, evaluate your business, and build a workforce that will grow alongside your business. 

Before getting results, businesses need not only a clear picture of their company but a good understanding of several other factors before they can put their plan into action. Think about this in actionable terms. If your company currently has fifty employees but you expect to double in size over the next five years, how will you maintain your culture? How will you encourage an atmosphere of learning and growth? Can your staff keep up with the technological changes and your company objectives of the future?

Step 1: Analyse company objectives and HR needs

What gives one company a record of success with human resources while others do not have a strong reputation? Much of this is due to a strategic planning effort on the part of the organisation.

Strategic aims within an organisation must be aligned to human resources practices in order to ensure that a human resources plan is as effective as it can possibly be. For example, FedEx is a corporation with a track record of success in their industry and among customers. They obtained this reputation with a clear focus on strategic aims. They even follow the philosophy “People-Service-Profit” for every employee, customer, and stakeholder. Employees are trained to follow this philosophy and their feedback is collecting annually for consideration.

Moving forward with analysing your company objectives next to HR needs involves asking yourself some questions. It also should include C-suite executives, managers, and HR team members. Questions to ask include what growth or decline is expected? How might this impact the workforce? What are predicted sales for the forthcoming year?

Goals need to be shared; CEOs should be on the same page as HR professionals so that the focus on human resources is fully embraced by all of the people involved in the planning.

Some ways to invest all people in the creation of the strategic plan include: 

  • Incentivising staff members to give honest opinions
  • Allowing an open forum between staff members at different organisational levels
  • Reverting back to the mission statement or vision in all organisational goals
  • Focusing on the expected growth of the business 

The human resources plan should cover every part of a businesses from sales to expansion, from recruitment to training. An excellent way to ensure that everyone is on the same page is to implement a strategic plan for human resources to utilise.

This plan should include factors such as upcoming retirements, staff who will be undertaking further training which will advance their skills and any other factors which will affect the future of your workforce. 

ACTION – Create a strategic plan for HR and ensure it aligns with company objectives. Consider using cloud-based HR solutions to centralise and save valuable time.

Step 2 infographic

Step 2: Determine recruiting strategy and evaluate current human resources

Recruitment strategy is a powerful tool when well implemented. Consider Starbucks; this is a company ranked at 120 on 2022’s Fortune 500 and with projected growth of global and U.S. comparable store sales between 7% and 9% year over year until 2025. How does a company this massive, even begin to successfully manage their human resource plans?

A vital aspect for Starbucks is their recruitment strategy which targets potential employees who are ‘on-brand’ and who pass a carefully structured interview process. Starbucks also puts a lot of energy into employees’ well-being and as a result, the company has an extremely low turnover in staff. Their somewhat unusual practices are working extraordinarily well and have been for many years.

Starbucks is a large company with operating goals that are a struggle to implement. Yet, they focus on their goals and design targeted programs which eventually lead to the desired result. By treating people as their biggest resource, Starbucks has lowered their employee turnover while building a booming brand.

You can begin by looking at the number of people currently employed, taking into account their skills and potential for future development, you should be able to determine which positions will need to be filled in future. Creating a profile for your ‘ideal employee’ which covers the gamut of openings within your business will also ensure your staff turnover is lowered.

Digitising employee onboarding can be a powerful way to not only cut the costs of recruitment, retention and management, but can also help your employees to feel more empowered and engaged.

Also consider which jobs will be created or phased out, how can the new positions best be filled? A performance evaluation strategy can help here as you review your employees’ performances. Cost-effectiveness of external hiring depends on the position you are filling, your current workforce, and required training costs for your team. 

Once your plan is in place you can implement the best options for recruiting the best people for future gaps in the workforce. Hiring before the skills are highly sought out can get you ahead of the competition with employee selection. Always look internally at the potential growth of your current employees.

ACTION – Create a performance evaluation strategy and implement it across the organisation.

Step 3: Predict need

This is the practice of estimation. Looking at the potential numbers of future employees in an organisation and ensuring that they are of the best quality. The well documented worker shortage continues, and employers need to consider their recruitment strategy carefully. 

It’s not an exact art. There is some estimation involved and because of this, it’s quite challenging. Gathering the data needed to predict the future of your workforce is tricky in itself and involves both statistical data and ordinary observation. Utilise data you already have access to including predicted sales and slumps. A few established ways to predict need would be to: 

  • Check out industry trends
  • Track the economic forecast for your product and country
  • Assess company sales and historical growth numbers
  • Know the common trends that occur within your individual sales cycle

ACTION – Gather statistical data to predict the future staffing needs of the business

Step 4: Planning training and development

The previous steps will show you where, if at all, there are gaps. Will there be skills shortages within your workforce? Do you need to implement training for certain individuals now to ensure that you have the right workforce in place at the right time? Upcoming retirements for example can necessitate further training for individuals on lower rungs. This also serves as an opportunity to develop some of your more stellar, but lower-level staff members. 

Some changes can’t be predicted; long-term illness for example and employees changing careers or the shifting needs of their families can all impact your team but there’s no effective way to predict these changes. You can however forecast some variables and these should be carried out with care. 

Ensure that you keep records of the skills your workforce currently have and update them as the staff receive further training and development. It is also worth preparing for future skills needed in your sector. An aspect of Human Resource planning would be to invest in the proper training of staff, enabling your team to feel confident in spearheading programs, and building a business able to handle the future. Knowing the current gaps in your workforce can propel you toward a fully-prepared future.

ACTION – Carry out strategic forecasting to ensure that the company is well prepared for future changes.

Step 5: Build out your EVP

As the employment landscape becomes more competitive, and the fight to attract and retain workers is subject to a range of post-pandemic economic pressures, companies need to consider what matters most to their potential hires. Companies with a strong employee value proposition (EVP) seek to identify and align with their employees’ needs and values across workplace benefits including flexible working, career development opportunities, competitive salaries, and expanded benefits packages.

 

Using an EVP in job postings 

At a time when digital portals are clogged with posts and offers, strategically including your EVP in your job ads can help you stand out from the competition. Begin with language that talks about your company’s unique culture, values, and benefits. This can help job seekers understand what makes the company different and why they should want to work there. 

Mastering job ads

Structure, placement and guidelines that work Job boards don’t just randomly post ads on their platform — they consider many different factors when deciding where (and how far up the page) to place them. And, although there may be some differences from site to site, the following elements constitute best practice. 

Syndicated content 

Digital content syndication is a powerful way to get brand cut-through with your EVP. It involves distributing or republishing your own content like articles, blog posts, videos or infographics through third-party websites, social media platforms and other channels. Digital content syndication can expand your reach and attract new audiences, all while showcasing your unique value proposition and building brand awareness. Content syndication can also position your brand as a thought leader in your industry — something that can be leveraged for both sales and talent acquisition. 

Novated leasing as a pay boost 

Emerging businesses don’t necessarily have the budget to spend on meal services and other costly benefits that have traditionally acted as drawcards for employees at larger companies. But novated leases, FBT-exempt mobile phones, employee discounts at local stores and other in-kind benefits can increase pay packages for your employees and potentially save you money on payroll tax. These benefits are meaningful ways to reduce the out-of-pocket expenses of your employees, especially during times of inflation and financial stress. Novated leasing in particular allows employees to lease a car for private use, with payments deducted from their pre-tax salary. This helps employees save money on their private vehicle expenses while supporting their work-life balance. What’s more, employers can benefit from novated leasing by claiming GST on most associated running costs. 

ACTION – Build out your EVP with our free cheat codes.

How retail employers can prepare their staff for a safe return to work

The National Cabinet has anticipations of reopening Australia in July. This is good news for many, especially retail workers. 

But before the thousands of Australian retail workers who were stood down get back to work, employers need to take critical steps to keep them safe and make them feel comfortable. 

How to prepare for a safe return to work

Understand your obligations as an employer

Before you start making any plans or open any doors for workers to return to work, it’s important to grasp what your responsibilities are as an employer. Work and Health Safety (WHS) laws were established prior to the pandemic and require employers to take care of workers’ health, safety and welfare as they get back to work. 

Safe Work Australia (SWA) has outlined specific COVID-19 safe workplace principles that you should familiarise yourself with before welcome employees back. These include parameters like social distancing, hygiene, sanitation, and emergency response plans. 

If one of your workers does fall ill, each state and territory health authority will have guidelines to follow in terms of addressing it. Additionally, you’ll need to thoroughly clean and disinfect the entire workplace before anyone can return.

Cleaning and sanitation

This is a big one for employers and employees alike. First, let’s consider the difference between cleaning and sanitising. According to SWA, cleaning is when you physically remove germs (bacteria and viruses), dirt and grime from surfaces using a detergent and water solution. Disinfecting is using chemicals to kill those germs. 

So, which do you need? Both. WHS recommends employers clean and then disinfect areas. 

Pay extra attention to surfaces that are frequently touched by workers and/or customers — cash registers, any POS stations, barcode scanners, door handles, changing room locks, hangers, displays, computers, etc. 

SWA has a cleaning guide you can print, share and reference as you go through the workplace. The Department of Health also has a list of recommendations for cleaning and disinfecting. 

Setting up the space

More than likely, your retail business is going to need some changes to the physical space. Specifically, social distancing requires a minimum of 1.5 metres between people. The Department of Health also requires four square metres of space for each individual.

The layout of your store will need to accommodate that space, which may require fewer displays and racks. Put physical markings on the floor — especially in locations where shoppers typically line up, like at the register or entrance. 

Ideally, you’ll be able to operate the business outdoors (e.g. in an open-air market or at a stall). But this isn’t always feasible. You could look to creative fulfillment models like curbside pickup or home delivery. 

Other key considerations for retailers: 

  • POS: Introduce contactless pay to reduce human-to-human and human-to-surface interactions. Many retailers are also installing plexi-glass partitions.
  • Dressing rooms: Apparel retailers will also more than likely need to eliminate changing rooms. On the plus side, you can repurpose this space to make more room for social distancing.
  • Sanitising stations: You’ll need these for staff and customers alike, ideally at the entrance/exit and POS. 
  • Break rooms: Like dressing rooms, many businesses are eliminating staff break rooms. 

Employee training

This is new for everyone, and your staff needs help adjusting to the new requirements for their roles. Provide training, processes and procedures documentation, signage and other information about how to stay safe during COVID-19. 

It’s important to do more than just post signage and offer training — you’ll want to take a personal approach and show support for your team. Mental health is important, and SWA has a full suite of resources to help you navigate. 

Related: Coronavirus: How HR leaders from Apple, Google and Nike are responding >

There are going to be a lot of questions from shoppers when your workers return to work. Anticipate these questions and provide scripts for your staff to use. Do the same for new ones that come in. Provide clear, written protocols on how to handle difficult or uncomfortable situations. 

Appoint a health and safety representative

Your staff can elect one or more health and safety representatives (HSRs) to represent their interests. HSRs can consult employers and then advise workers to cease work if there are unsafe conditions, including anything related to COVID-19. 

Reduce risk for workers

Employers have many responsibilities to do everything they can to keep staff safe on the job. New standards include staggered start teams and employer-provided personal protective equipment (PPE) like gloves, masks and sanitising products. 

Keep your vulnerable staff in mind too. SWA categorizes the following as vulnerable

  • Aboriginal and Torres Strait Islander people 50 years and older with one or more chronic medical conditions
  • People 65 years and older with one or more chronic medical conditions
  • People 70 years and older
  • People with compromised immune systems

The Australian Health Protection Principal Committee (AHPPC) has special provisions for vulnerable workers. This includes a risk assessment to determine if they need a change in role or absence. 

How to start hiring again

According to data from Candor, B2C companies and apparel and footwear brands have had the most layoffs. As businesses reopen and slowly pick up steam, you’re going to need to replace those furloughed workers, either with former employees or new ones. 

Once you know how many workers you need to run your store, you need to determine who those people are. Vulnerable workers have clearer guidelines in terms of what they can and cannot do, but there’s more to it than that. 

Start out by asking your workforce who wants to come back. Reiterate that any lack of desire to return to the workplace will not be used against them. Again, it’s important to make staff feel supported at this time. From there, you can determine whether you need more (or fewer) workers and how to manage scheduling and hiring. 

If you need to hire new staff, the Department of Education, Skills and Employment has a page where employers can list vacancies and get help finding candidates. 

Automate your new hire onboarding

We all have a lot going on right now, balancing our ever-changing normalcy with such difficult-to-predict circumstances. Even during “normal” times, complex onboarding processes are a major deterrent for new hires. In fact, convoluted onboarding is a key reason why 30% of workers leave an organisation within the first 90 days. 

One way to make the onboarding process less daunting for new hires and HR staff alike is to automate what you can. HR automation tools like Flare can eliminate paperwork, manage employee integration, provide the right training, and make everything go more quickly. Get a free demo of our HR software and onboarding software which is free for a limited time to support businesses who are returning to work.

Getting safely back to work

Reopening brings hope for retail businesses country-wide, and with it comes many concerns and responsibilities for employers and workers alike. As employers, it’s important to make the transition as smoothly as possible for staff, while offering them mental support along the way. 

For more advice on HR during COVID-19, we’ve listed a guide to the best free resources.

The National Cabinet has anticipations of reopening Australia in July. This is good news for many, especially retail workers.  But before the thousands of Australian retail workers who were stood down get back to work, employers need to take critical steps to keep them safe and make them feel comfortable.  How to prepare for a […]