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    Sarah Gatehouse.

    Fujitsu General Australia

    "
    In 2016 we rolled out intelliHR, and in 2017 we had our best financial year yet. That makes a massive statement to show how valuable an investment in people and technology can be."

  • Sarah Gatehouse

    Sarah Gatehouse.

    Fujitsu General Australia

    "With the implementation of intelliHR, the improvements in our culture are clearly visible. intelliHR is a tool that helps with our strategic cultural goal of being a great place to work, with improved engagement, communication and goal management now well on track."

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    Sheldon Commercial Interiors

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    Since starting regular staff check-ins through intelliHR, we discovered how much more capability one staff member had than we initially thought. We have since assisted his career progression and conducted a remuneration review. The outcome was a happy employee feeling valued and appreciated. Without intelliHR prompting us to address this in real-time, we could have lost this valuable employee.

    "

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| 5 min
The future of work and how HR must do a big pivot
This article is a guest post from our recent webinar speaker, Mark Edgar, a recovering CHRO, who spent more than 25 years working across multiple sectors before taking the leap and starting his own...
| 5 min
Tips to ace your strategic goal planning in 2019
We are now well and truly into the swing of 2019, but have you completed (or started) your strategic HR planning for the year ahead yet? Even if you are in the midst of...

The future of work and how HR must do a big pivot

This article is a guest post from our recent webinar speaker, Mark Edgar, a recovering CHRO, who spent more than 25 years working across multiple sectors before taking the leap and starting his own business, Goat Rodeo Project

 

For those of who don’t know (and there are many), a goat rodeo is a slang term for something being a complete train wreck. Goat Rodeo Project is designed to help you predict and avoid organizational train wrecks.

For the avoidance of doubt, the global pandemic that we are managing is a goat rodeo. A health crisis that has led to an economic crisis with deep and far reaching social implications. In my discussions with CHROs, it is clear that if the 2008 financial crisis was CFO led, then this was one for the CRHOs.

It’s been inspiring to watch the HR community step up to this challenge and provide leadership for their businesses to ensure their people were safe. On the webinar I talked through the four phases to managing COVID-19 as a HR department.

While every situation is unique, the framework is designed to provide direction of travel and some much needed hope for organizations. The React phase is all about crisis management and ensuring your people are safe. The Respond phase is about shifting your people to work on-line and about their mental wellbeing. Unsurprisingly, the poll in our recent webinar told us that the majority of participants (51%) were in the Respond phase and shifting their thinking to Reconnect and Reimagine. We will focus on these two stages, not because React and Respond are not important – they are critically important – but more as a reflection of where the long term opportunity lies. 

 

Let’s start with Reconnect. 

The world is slowly thinking about reopening and while it’s concerning that some territories are doing it perhaps too quickly, it’s an important stage. I see the response from HR folks falling into two very different categories – I’ll call them the Head response and the Heart response.

The Head response is focused around new working protocols that need to be developed to ensure a safe work environment is being created. Guidelines will be produced and should be used to ensure you know what needs to change in your workplace. Imagine the world moving to 100% contactless and that will give you a sense of how seismic this shift will be. 

When you add social distancing into the mix then you need new working protocols that cover the number of people who can be in the lift, the office, the corridors, the kitchen… dare I say the toilets? Many organizations will implement a phased approach and prioritise who needs to come back to the office first. Many won’t come back at all.

Organizations will also need to increase their medical capabilities. This includes testing, PPE and protocols on how to deal with absence.

I’m confident HR departments will take their Head responses very seriously. Risks will be identified, robust plans will be developed and they will be implemented thoughtfully. We’re good at this stuff. Who wouldn’t want to have a HR person by their side in a crisis?

I believe consideration of the Heart response is where you’ll bring long term value to your business. It’s less tangible, but critical and the window is short. There are three elements:

  1. Welcome people forward – this unusual term resonated with many in our webinar. The people in your organization have been through a unique and shared experience. While the impact and their response will be different, the experience has been the same. The idea of welcoming people forward (rather than welcoming them back) is to acknowledge this shared experience and provide your people with the chance to thoughtfully transition to the next phase. 
  2. Gather insights and learnings – the best way to welcome people forward is to get their feedback on how it went. What did people notice during the pandemic? How did the culture of the organization hold-up? How did leaders show-up? All this learning will help inform future plans as you start to think about how you Reimagine your workplace.
  3. Enhanced wellbeing support – our focus on wellbeing needs to continue through to the Reconnect phase and will become a constant capability in organizations if it isn’t already. People will be anxious about returning to work, worried about their loved-ones and depending on their circumstances nervous about their future livelihood. Empathy will need to continue to be a focus as we all continue to all be CEOs – Chief Empathy Officers.

All phases are critical and as a HR professional this is our moment. People have stepped up and will continue to do so. I’d encourage everyone to be focused on where they are today and where they want to be tomorrow – this is about small steps, making quick decisions based on limited information and being ready to pivot.

Welcome to the future – and HR’s big pivot. Stay tuned for my next post which will delve into the reimagine phase. 

 

 


Tips to ace your strategic goal planning in 2019

We are now well and truly into the swing of 2019, but have you completed (or started) your strategic HR planning for the year ahead yet?

Even if you are in the midst of fulfilling a 3 or 5 year plan, in today’s environment things move fast, so it’s always a good idea to reassess your organisational direction at least once a year. What better time than right now?

In this blog we’ll explore the best practice method to conduct your own goal setting for the year ahead.

 

Get aligned with leadership

First, all department managers should receive direction from the CEO or MD to gain a full understanding of where they envision the company going in the next 12 months. This is vital to get all leaders in the business working towards the same outcomes and understanding how they can individually contribute to shared goals.

This could be achieved via one on one meetings in smaller organisations, a group meeting for larger headcount businesses or even through a video call in situations where staff are physically disparate. In any case, with the technology available to us today this step is not only important but very achievable for any type of business to accomplish.

“It’s so important to be on the same page as the leader of the business, so you understand the pain points and where they see the biggest challenges coming through”

– Rob Bromage, intelliHR CEO

 

Consider the customer

Placing the customer at the centre of planning and decision making is not just a responsibility for the marketing team. In fact, it takes all areas of the organisation working together to fulfil the customer’s needs. After all, no business can exist without them!

In the HR department for example, understanding customer needs and how they are evolving over time should inform decisions about the skills needed in frontline staff and the training required to get there.

This is just one way the HR team can become more customer-centric. Some additional areas that should also be considered include:

  • Gathering continuous feedback from staff
    • This is a great way to get insights from the front line on what customers are experiencing.
  • Assisting staff to set goals that directly reflect customer outcomes
    • This allows performance to be measured against the results being delivered to customers
  • Prioritise lifelong learning
    • Provide training opportunities and make sure employees receive the professional development required to stay at peak performance.

 

Put the right tools in place

Support for HR technology is growing fast, and it’s easy to see why when we have tools that not only make our lives easier but also have better outcomes. With all the advancements available at our fingertips today, there’s no need to rely on manual processes anymore. These new tools allow you to take a strategic focus, delivering insights and helping drive your business forward, rather than focusing on administration and compliance.

Chances are, some of your goals may relate to phasing out these manual processes, or perhaps something you want to achieve hinges on becoming more efficient or removing human error. If this is the case, don’t focus on converting your old processes into a digital equivalent, think about the ultimate outcome you want to achieve, and then determine if there is actually a completely new and more effective way to reach it.

“It’s about focusing on the actual outcomes you’re trying to achieve and then selecting the right tools that are fit for that purpose. We need to understand that systems of the past don’t necessarily fit in with the tools of the future. So much has changed, even the expectations of staff. We must all step back and look at solutions.”

– Rob Bromage, intelliHR CEO

 

Measure your progress

In order to achieve the goals you set, it’s important to be able to measure them and make use of all available tools that can help support goal progress along the way. Having access to accurate and digestible data is imperative to this.

With a people management system like intelliHR, not only can you measure goal progress but also access a range of HR Analytics on important trends within your organisation that can be affecting performance and hence, the customer experience as well.

“HR should be seen as the facilitator of business performance, and it should be about enablement and making things easier for staff to better look after their customers”

– Rob Bromage, intelliHR CEO

When choosing a people management system to help facilitate your success throughout the year (and beyond) you’ll want to select an integrated system that includes all of these must-have HR tools in one seamless package:

  • New Team Member Onboarding – Give your team the best start possible
  • Continuous feedback – Understand insights across your organisation
  • Performance Management and Reporting
  • Goal Setting

 

Set goals up for success

Writing out goals in an excel spreadsheet and then forgetting about them is unlikely to help anyone in the business succeed. For goals to have the best chance of success they need to be visible, measurable and adaptable.

Within intelliHR, employees can set goals, track their progress, reassess goals and communicate about them with their manager in one place. When you take this tool and couple it with an organisational culture where goal setting is prioritised, everyone in the organisation is empowered to achieve their goals and get assistance along the way if needed.

 

Remember why goals matter

Ultimately, all of the above practices are important because without having everyone heading in the right direction, organisations will often underperform, rarely succeed – and always fail to reach their true full potential.

“Everyone comes to work to do a good job. Simple things like continuous feedback, setting and establishing expectations, and keeping track of goals and how they are going shows employees that the business is investing in them, and sets them up for success. If everyone understands what they need to do and that is what the business actually wants, then you’ve got everyone on the bus, in the right seats, and the bus is moving forward in the right direction.”

– Rob Bromage, intelliHR CEO