Retention and career pathway at HLB Mann Judd: Georgina Tate CPHR
HR Manager, HLB Mann Judd Sydney
Remote workers present unique challenges for Australian-based staff. Here’s how one HR professional approached a skills deficit in her company.
Accounting firm HLB Mann Judd (Sydney) built an offshore workforce in Manila in 2015, which has now grown to 26. This workforce was in addition to its 160 staff and 19 partners in Sydney.
“The project for my AHRI Practising Certification Program was in two parts – the first was to examine the skills and competencies required of our Sydney team since the expansion of a global workforce in Manila to deal with graduate-level work.
The second component was to then review our training programs to see if they were meeting business needs, and make recommendations as to what skills and competencies were lacking,” said HR manager Georgina Tate.
The Sydney staff raised concerns about role description changes and progression opportunities. The firm still needed to employ graduates in Sydney but the requirements of them had changed from five or 10 years ago. Graduates still needed to learn accounting foundations, but the training had to be geared towards reviewing and managing workflow of the offshore work and providing feedback.
Georgina’s project looked at skills and competencies and redefined position descriptions, career paths and training pathways to equip staff to perform their roles.
“The project has given me a deeper understanding of the changing competencies of the roles within the firm, and it has allowed us to tailor our training programs to match the needs and pace of a changing industry,” said Georgina.
This was first published in the July 2018 issue of the HRM magazine.