Leadership changes at Insync
We want to share with you some step changes at Insync, which include a CEO transition.
Many Australian companies are looking for quick fixes and easy answers to ride out difficult economic times, according to a ground-breaking survey of workplace culture involving over 100,000 employee responses from around 200 organisations. And while most Australian organisations say they put their employees first, 67% of employees from low performance organisations believe they work for organisations that don’t really care about them.
“Many Australian organisations need to change their habits if they’re truly serious about lifting their productivity and performance”, Nicholas Barnett, CEO, Insync Surveys said.
“Low performance organisations are looking for the next quick fix and are too short-term focused. They’re spending too much time working ‘in’ and not ‘on’ the business and can’t decide where to focus and sustain effort”, Mr Barnett said.
Peter Wilson AM, Chairman of the Australian Human Resources Institute agrees with the findings. “Lessons such as Insync Surveys’ research are all too often forgotten as hard numbers and egos can regrettably take centre stage.”
Insync Surveys identified 7 organisational habits that drive high performance in the country’s most wide-ranging study of Australian organisational culture. Some key insights include:
Low performance organisations tend to overlook the importance of their people and are more likely to treat employees as a number or unit of labour
Only 24% of employees of low performance organisations are inspired by their organisation’s vision
More than 50% of employees from low performance organisations don’t believe their company is committed to achieving long-term customer loyalty
Only 15% of employees from low performance organisations believe there are effective plans for developing and retaining employees
73% of employees from low performance organisations said their leaders don’t really acknowledge or thank staff
“Everyone wants to be led with a sense of purpose and hope and this result confirms that. Five of the other habits go to the heart of how an organisation manages its people and customers, and it’s good to have sound systems that are accessible, simple and clear. The research is highly consistent with research from our Institute”, Mr Wilson said.
“Habits form and shape the culture of an organisation. They become ‘the way we do things around here’. Changing organisational habits involves changing the habits of many individuals and takes significant effort, time and committed leadership. But this small investment in achieving high performance is well worth it”, Mr Barnett said.
“These habits need to become so deeply engrained in the organisation’s culture and DNA that they literally become the organisation’s new way of life. These new habits will impact every facet of the organisation, make it a better place to work, increase employee engagement and drive high performance”, Mr Barnett said.
Click here to download the “7 organisational habits that drive high performance” research paper
