Blog
The Key to Providing Value in a World of Constant Change
John Lawson is Principal Consultant and Director of Lawson Williams Consulting Group Ltd.
I found the recent NZIFST conference excellent but at the same time somewhat unsettling. There was plenty of discussion about the future and the wave of change coming our way. There is plenty of excitement and opportunity and some trepidation.
Career Capital – Build your Psychological Capital
Part 3 in a series on Building your Career Capital.
Our previous articles in this series have focussed on the need to become more conscious and proactive around building your career capital.
Career Capital comprises Human Capital, Social Capital and finally Psychological Capital.
There is no “I” in team – except in the Job Interview!
When it comes to the workplace, the adage “there is no ‘I’ in team” is often a principle people live by.
We’re taught to work collaboratively, share successes, and speak in terms of “we” rather than “I.” However, this mindset can become a pitfall during job interviews. There is no I in team – except in the job interview. In interviews, employers are interested in learning about your individual contributions, achievements, and leadership.
Changes to Employee Benefits during a Recession
As we navigate through the challenges of 2024, businesses across the country are grappling with significant obstacles. A primary concern for many business owners is the dual challenge of retaining current staff and attracting new talent and this is leading them to consider making changes to employee benefits.
Career Capital – Human Capital
Part 2 in a series on building your Career Capital.
In our last blog we discussed the changes that are occurring in the New Zealand employment market and we introduced the need to be proactive around building your Career Capital, the Social, Human and Psychological components that will enable us to achieve and maintain a competitive edge in the future workforce.
Industry 4.0: Essential People and Leadership Skills for New Zealand’s Future Manufacturing Sector
Introduction to Industry 4.0 in New Zealand
As New Zealand’s manufacturing sector stands on the brink of the Fourth Industrial Revolution, commonly referred to as Industry 4.0, it becomes imperative to reassess the essential people and leadership skills that will navigate this transformative era.
Industry 4.0 isn’t merely about technological advancement; it’s a fusion of digital, physical, and biological spheres, reshaping how industries operate.
Training your employees for the future of AI
In a world full of new AI tools employers and employees are frantically trying to keep up with the speed of innovation while working out which tools are best for their business and role.
A recent survey from Hyland shows that 95% of employees feel confident in their usage and understanding of AI tools. Interestingly of this 95%, 98% are looking to develop those skills and want training on how to best use and utilise them in the workplace.
Career Capital (Part 1) – essential things to do for your career.
John Lawson is Principal Consultant and Director of Lawson Williams Consulting Group Ltd.
After a long career in recruitment and working with a wide range of people, I now see an increased challenge in sustaining a career in the New Zealand job market.
Company size matters! – The New Zealand 2023 Industry Salary Survey
The Lawson Williams/NZIFST 2023 Salary Survey results present very clearly – the smaller the company the higher the % of salary increases since 2021 in New Zealand.
In the latest New Zealand Salary Survey, larger companies have managed to mitigate the impact of salary increases more effectively.
At first glance, this might appear to be a risky approach.
It’s important to recognise that offering competitive salaries is crucial in retaining employees.
Understanding Staff Turnover
What is Staff Turnover?
Staff Turnover is a measure of employee tenure and the frequency of replacements, and its understanding is critical for any business.
Factors such as industry type, geographic location, job function, and broader social and economic conditions inherently influence a company’s natural turnover rate.