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People leaders must create an environment for their people to learn, succeed and flourish. But unfortunately, not all organisations and their leaders are keeping pace with the rapidly changing ways in which Australians work.

I interviewed people leaders from some of Australia’s best in class organisations and profiled these outstanding organisations in a future that works’ latest report, Best in Class. Through my interviews, it became apparent that best in class organisations recognise the design of work is changing and, in response, are designing high performing office spaces and enabling collaborative work to allow their people to flourish.

Our previous research, Delivering Purpose and Meaning also highlighted that the social context is vital for employees at work and workplace design can assist in developing a culture of creativity and collaboration.

One of our Best in Class workplaces, AECOM, is proactively embedding new learning in the workplace to enable its people to succeed. Rather than investing in stand-alone training programs, which are difficult to implement in day-to-day practice, AECOM equips its people with coaching qualifications to draw out the best value from training and development experiences, back in the office.

Best in class organisations are also thinking holistically about the workplace – it is not only about productivity and outputs, but the physical workspace and how teams work. Leaders enable people to work in teams, on projects and flexibly.

Cotton On Group offers “Empower Hours” where team members can complete their hours anytime between 7am and 7pm. It is also common to see Cotton On Group people’s children in the workplace, and the organisation has funded 1,600 holiday care places for children to make school holidays more manageable and affordable for their people.

People now expect workplaces to be flexible so they can cater to their family and outside-of-work commitments, this is no longer a perk it is the new norm.

I also learned that PwC enables its people to work in non-traditional ways. It advocates activity-based work planning and, notably, measures people not on the hours they are physically in the office but instead on their output. Employees can work in any place, on any device, which challenges notions about traditional full-time employment.

I concluded these interviews feeling inspired by how outstanding organisations are leading their people as humans, not “human resources”. This should be the direction and future of HR in Australia and these organisations are providing a way forward for other people leaders to emulate in their own organisations.

Which ideas would work in your workplace? Take a look at the full Best in Class report for more inspiration.People leaders must create an environment for their people to learn, succeed and flourish. But unfortunately, not all organisations and their leaders are keeping pace with the rapidly changing ways in which Australians work.

I interviewed people leaders from some of Australia’s best in class organisations and profiled these outstanding organisations in a future that works’ latest report, Best in Class. Through my interviews, it became apparent that best in class organisations recognise the design of work is changing and, in response, are designing high performing office spaces and enabling collaborative work to allow their people to flourish.

Our previous research, Delivering Purpose and Meaning also highlighted that the social context is vital for employees at work and workplace design can assist in developing a culture of creativity and collaboration.

One of our Best in Class workplaces, AECOM, is proactively embedding new learning in the workplace to enable its people to succeed. Rather than investing in stand-alone training programs, which are difficult to implement in day-to-day practice, AECOM equips its people with coaching qualifications to draw out the best value from training and development experiences, back in the office.

Best in class organisations are also thinking holistically about the workplace – it is not only about productivity and outputs, but the physical workspace and how teams work. Leaders enable people to work in teams, on projects and flexibly.

Cotton On Group offers “Empower Hours” where team members can complete their hours anytime between 7am and 7pm. It is also common to see Cotton On Group people’s children in the workplace, and the organisation has funded 1,600 holiday care places for children to make school holidays more manageable and affordable for their people.

People now expect workplaces to be flexible so they can cater to their family and outside-of-work commitments, this is no longer a perk it is the new norm.

I also learned that PwC enables its people to work in non-traditional ways. It advocates activity-based work planning and, notably, measures people not on the hours they are physically in the office but instead on their output. Employees can work in any place, on any device, which challenges notions about traditional full-time employment.

I concluded these interviews feeling inspired by how outstanding organisations are leading their people as humans, not “human resources”. This should be the direction and future of HR in Australia and these organisations are providing a way forward for other people leaders to emulate in their own organisations.

Which ideas would work in your workplace? Take a look at the full Best in Class report for more inspiration.People leaders must create an environment for their people to learn, succeed and flourish. But unfortunately, not all organisations and their leaders are keeping pace with the rapidly changing ways in which Australians work.

I interviewed people leaders from some of Australia’s best in class organisations and profiled these outstanding organisations in a future that works’ latest report, Best in Class. Through my interviews, it became apparent that best in class organisations recognise the design of work is changing and, in response, are designing high performing office spaces and enabling collaborative work to allow their people to flourish.

Our previous research, Delivering Purpose and Meaning also highlighted that the social context is vital for employees at work and workplace design can assist in developing a culture of creativity and collaboration.

One of our Best in Class workplaces, AECOM, is proactively embedding new learning in the workplace to enable its people to succeed. Rather than investing in stand-alone training programs, which are difficult to implement in day-to-day practice, AECOM equips its people with coaching qualifications to draw out the best value from training and development experiences, back in the office.

Best in class organisations are also thinking holistically about the workplace – it is not only about productivity and outputs, but the physical workspace and how teams work. Leaders enable people to work in teams, on projects and flexibly.

Cotton On Group offers “Empower Hours” where team members can complete their hours anytime between 7am and 7pm. It is also common to see Cotton On Group people’s children in the workplace, and the organisation has funded 1,600 holiday care places for children to make school holidays more manageable and affordable for their people.

People now expect workplaces to be flexible so they can cater to their family and outside-of-work commitments, this is no longer a perk it is the new norm.

I also learned that PwC enables its people to work in non-traditional ways. It advocates activity-based work planning and, notably, measures people not on the hours they are physically in the office but instead on their output. Employees can work in any place, on any device, which challenges notions about traditional full-time employment.

I concluded these interviews feeling inspired by how outstanding organisations are leading their people as humans, not “human resources”. This should be the direction and future of HR in Australia and these organisations are providing a way forward for other people leaders to emulate in their own organisations.

Which ideas would work in your workplace? Take a look at the full Best in Class report for more inspiration.People leaders must create an environment for their people to learn, succeed and flourish. But unfortunately, not all organisations and their leaders are keeping pace with the rapidly changing ways in which Australians work.

I interviewed people leaders from some of Australia’s best in class organisations and profiled these outstanding organisations in a future that works’ latest report, Best in Class. Through my interviews, it became apparent that best in class organisations recognise the design of work is changing and, in response, are designing high performing office spaces and enabling collaborative work to allow their people to flourish.

Our previous research, Delivering Purpose and Meaning also highlighted that the social context is vital for employees at work and workplace design can assist in developing a culture of creativity and collaboration.

One of our Best in Class workplaces, AECOM, is proactively embedding new learning in the workplace to enable its people to succeed. Rather than investing in stand-alone training programs, which are difficult to implement in day-to-day practice, AECOM equips its people with coaching qualifications to draw out the best value from training and development experiences, back in the office.

Best in class organisations are also thinking holistically about the workplace – it is not only about productivity and outputs, but the physical workspace and how teams work. Leaders enable people to work in teams, on projects and flexibly.

Cotton On Group offers “Empower Hours” where team members can complete their hours anytime between 7am and 7pm. It is also common to see Cotton On Group people’s children in the workplace, and the organisation has funded 1,600 holiday care places for children to make school holidays more manageable and affordable for their people.

People now expect workplaces to be flexible so they can cater to their family and outside-of-work commitments, this is no longer a perk it is the new norm.

I also learned that PwC enables its people to work in non-traditional ways. It advocates activity-based work planning and, notably, measures people not on the hours they are physically in the office but instead on their output. Employees can work in any place, on any device, which challenges notions about traditional full-time employment.

I concluded these interviews feeling inspired by how outstanding organisations are leading their people as humans, not “human resources”. This should be the direction and future of HR in Australia and these organisations are providing a way forward for other people leaders to emulate in their own organisations.

Which ideas would work in your workplace? Take a look at the full Best in Class report for more inspiration.People leaders must create an environment for their people to learn, succeed and flourish. But unfortunately, not all organisations and their leaders are keeping pace with the rapidly changing ways in which Australians work.

I interviewed people leaders from some of Australia’s best in class organisations and profiled these outstanding organisations in a future that works’ latest report, Best in Class. Through my interviews, it became apparent that best in class organisations recognise the design of work is changing and, in response, are designing high performing office spaces and enabling collaborative work to allow their people to flourish.

Our previous research, Delivering Purpose and Meaning also highlighted that the social context is vital for employees at work and workplace design can assist in developing a culture of creativity and collaboration.

One of our Best in Class workplaces, AECOM, is proactively embedding new learning in the workplace to enable its people to succeed. Rather than investing in stand-alone training programs, which are difficult to implement in day-to-day practice, AECOM equips its people with coaching qualifications to draw out the best value from training and development experiences, back in the office.

Best in class organisations are also thinking holistically about the workplace – it is not only about productivity and outputs, but the physical workspace and how teams work. Leaders enable people to work in teams, on projects and flexibly.

Cotton On Group offers “Empower Hours” where team members can complete their hours anytime between 7am and 7pm. It is also common to see Cotton On Group people’s children in the workplace, and the organisation has funded 1,600 holiday care places for children to make school holidays more manageable and affordable for their people.

People now expect workplaces to be flexible so they can cater to their family and outside-of-work commitments, this is no longer a perk it is the new norm.

I also learned that PwC enables its people to work in non-traditional ways. It advocates activity-based work planning and, notably, measures people not on the hours they are physically in the office but instead on their output. Employees can work in any place, on any device, which challenges notions about traditional full-time employment.

I concluded these interviews feeling inspired by how outstanding organisations are leading their people as humans, not “human resources”. This should be the direction and future of HR in Australia and these organisations are providing a way forward for other people leaders to emulate in their own organisations.

Which ideas would work in your workplace? Take a look at the full Best in Class report for more inspiration.People leaders must create an environment for their people to learn, succeed and flourish. But unfortunately, not all organisations and their leaders are keeping pace with the rapidly changing ways in which Australians work.

I interviewed people leaders from some of Australia’s best in class organisations and profiled these outstanding organisations in a future that works’ latest report, Best in Class. Through my interviews, it became apparent that best in class organisations recognise the design of work is changing and, in response, are designing high performing office spaces and enabling collaborative work to allow their people to flourish.

Our previous research, Delivering Purpose and Meaning also highlighted that the social context is vital for employees at work and workplace design can assist in developing a culture of creativity and collaboration.

One of our Best in Class workplaces, AECOM, is proactively embedding new learning in the workplace to enable its people to succeed. Rather than investing in stand-alone training programs, which are difficult to implement in day-to-day practice, AECOM equips its people with coaching qualifications to draw out the best value from training and development experiences, back in the office.

Best in class organisations are also thinking holistically about the workplace – it is not only about productivity and outputs, but the physical workspace and how teams work. Leaders enable people to work in teams, on projects and flexibly.

Cotton On Group offers “Empower Hours” where team members can complete their hours anytime between 7am and 7pm. It is also common to see Cotton On Group people’s children in the workplace, and the organisation has funded 1,600 holiday care places for children to make school holidays more manageable and affordable for their people.

People now expect workplaces to be flexible so they can cater to their family and outside-of-work commitments, this is no longer a perk it is the new norm.

I also learned that PwC enables its people to work in non-traditional ways. It advocates activity-based work planning and, notably, measures people not on the hours they are physically in the office but instead on their output. Employees can work in any place, on any device, which challenges notions about traditional full-time employment.

I concluded these interviews feeling inspired by how outstanding organisations are leading their people as humans, not “human resources”. This should be the direction and future of HR in Australia and these organisations are providing a way forward for other people leaders to emulate in their own organisations.

Which ideas would work in your workplace? Take a look at the full Best in Class report for more inspiration.People leaders must create an environment for their people to learn, succeed and flourish. But unfortunately, not all organisations and their leaders are keeping pace with the rapidly changing ways in which Australians work.

I interviewed people leaders from some of Australia’s best in class organisations and profiled these outstanding organisations in a future that works’ latest report, Best in Class. Through my interviews, it became apparent that best in class organisations recognise the design of work is changing and, in response, are designing high performing office spaces and enabling collaborative work to allow their people to flourish.

Our previous research, Delivering Purpose and Meaning also highlighted that the social context is vital for employees at work and workplace design can assist in developing a culture of creativity and collaboration.

One of our Best in Class workplaces, AECOM, is proactively embedding new learning in the workplace to enable its people to succeed. Rather than investing in stand-alone training programs, which are difficult to implement in day-to-day practice, AECOM equips its people with coaching qualifications to draw out the best value from training and development experiences, back in the office.

Best in class organisations are also thinking holistically about the workplace – it is not only about productivity and outputs, but the physical workspace and how teams work. Leaders enable people to work in teams, on projects and flexibly.

Cotton On Group offers “Empower Hours” where team members can complete their hours anytime between 7am and 7pm. It is also common to see Cotton On Group people’s children in the workplace, and the organisation has funded 1,600 holiday care places for children to make school holidays more manageable and affordable for their people.

People now expect workplaces to be flexible so they can cater to their family and outside-of-work commitments, this is no longer a perk it is the new norm.

I also learned that PwC enables its people to work in non-traditional ways. It advocates activity-based work planning and, notably, measures people not on the hours they are physically in the office but instead on their output. Employees can work in any place, on any device, which challenges notions about traditional full-time employment.

I concluded these interviews feeling inspired by how outstanding organisations are leading their people as humans, not “human resources”. This should be the direction and future of HR in Australia and these organisations are providing a way forward for other people leaders to emulate in their own organisations.

Which ideas would work in your workplace? Take a look at the full Best in Class report for more inspiration.