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Good Governance is Good Marketing

September 29, 2009

My Insight

My Insight

Excuse the motherhood statement. However this conventional wisdom is wisdom for a reason. As the economy strengthens, consideration will move once again past survival and rekindle public, political and corporate conversations around environment, corporate citizenship and broader competition. As with all such forces, their reprise will be stronger for the interlude. Well run organizations are more likely to be good corporate citizens, implement strategy that has broader perspective, and attract and retain the finest people while at the same time extracting excellence.

It has always been the case that people look for quality employers and it follows that customers look toward these successful businesses as well. We talk of emerging generations and the strengthening of this effect, nineteen jobs in a lifetime and so on. I think it isn’t so much a change in desire, but more a change in the employment platform of society. Today more skills are transportable as standards have emerged in business process, technology, sales methodology and almost any discipline you care to name. In addition, the rate of change is heightened, meaning skill innovation is an integral part of most professional roles. In combination, a person is more transportable and it is their attitude, adaptability and acuity that is at the forefront of ascribing their value to an organization. In such a climate, these resources, these people, look for other systemic evidence of performance: Does their potential employer market well, meet their obligations and use standards based systems for everything that can be optimized, including compliance to an ever increasing raft of legislation that demands increasing better performance by contemporary business.

In this environment, quality internal process should be lived and marketed. In doing so, organizations that compete on these additional dimensions gain leverage in attracting quality people, leveraging their skills, motivating them and retaining them. In the classic case of ‘swings and roundabouts’ the new Australian Fair Work Act shifts power significantly toward employees. From 1 January 2010, redundancy, unfair dismissal, flexible work and broader award coverage will impact almost all Australian workers and their employers. It is tempting, after the Global Financial Crisis, to bury your ‘compliance’ head in the sand. Such a laissezfaire approach does not open itself to skill competition, workforce motivation or market signal benefits. In addition, the Fair Work Ombudsman is hitting non-compliant Australian business hard, very hard, with daily announcements of actions taken to enforce the legislative changes and demonstrate that the Australian Government is living up to their most fundamental election promise.

In my new role with CompliSpace, I bring long experience in the operation of small business. Every role had the same operational drivers and process disciplines. As with efficient process delivery in other business aspects, the CompliSpace tools enable business to not only better meet their compliance obligations but to send quality performance signals to their suppliers, staff and customers.

This Blog post is a short prelude to a longer publication piece on the nexus between marketing and quality governance. If however, you would like to know what the Fair Work Act changes mean, register for one of the CompliSpace HR Executive Workshops in Melbourne, Sydney or Perth or contact CompliSpace.

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