In order to qualify for tenders on Commonwealth-funded construction works, businesses have to demonstrate compliance with the Code for the Tendering and Performance of Building Work 2016 (the Code).
The Australian Building and Construction Commission (ABCC) is responsible for administering and enforcing the Code. Part of that process involves assessment of the industrial instruments (awards or enterprise agreements) covering a business and its employees.
The ABCC now requires applicants for a Letter of Compliance to conduct a preliminary review of their enterprise agreements using Guidance Material developed by the ABCC. The guidance material is in the form of a spreadsheet with over 1600 clauses from enterprise agreements with commentary as to whether the clause is deemed to be “compliant”, “not compliant” or “compliant with implementation feedback” (i.e. it depends on what really happens in practice).
This is a very complicated and time consuming exercise for businesses and especially those who do not have their own specialist industrial relations staff.
Ridgeline HR has been servicing the HRM/workplace relations needs of members of the Civil Contractors Federation in Victoria for the past 11 years and is now assisting with the conduct of preliminary reviews and corrective action where that is necessary to achieve code compliance.
Enquiries can be directed to Chris White on 0419 130 580 or at email@example.com or Peter Maguire on 0438 533 311 or at firstname.lastname@example.org.
There is plenty of research out there that tells us that the 1900’s command and control approach to management just doesn’t work in the modern world where change is constant and people want answers and results now.
If we are going to get true employee engagement and high performance with today’s and future generations, we need to fundamentally change the management model to one based on leadership and values-based behaviours that deliver trust and inspiration rather than just process control and risk management which really only deliver compliance. This is what study after study tells us.
It means business leaders need to change gears and in doing so reimagine their business culture and language from:
- human resources to human beings
- risk control to trust
- process control to relationship optimisation
- management to leadership
- tasks to behaviours
- outputs to outcomes
- compliance to engagement
- command to inspiration
- structure to flexibility
- reactive to resilient
It is a big adjustment and it is easy to fall back into the traditional management norm that has been drummed into us for all those years.
That is why it is so important to have a clear vision about where you are going and clear values and behaviours that say how you are going to go about doing that and then holding everyone accountable for modelling those every day, most importantly yourself.
Be prepared to challenge and be challenged, listen to what your people have to say and learn from that. It is amazing what a difference it can make to performance, engagement, innovation and wellbeing.
Ready to change gears?