The PRWIRE Press Releases http:// 2017-03-22T05:55:18Z New Course- Turf Grasses Course out now 2017-03-22T05:55:18Z new-course-turf-grasses-course-out-now ACS Distance Education have recently written and released a new 100- hour course called Turf Grasses. Another addition to our expanding turf course offering, this course is ideal for any existing or student greenkeepers, turf suppliers, landscapers or groundskeepers. Having an understanding of the different grass species, the cultivars and physiology of grass is pertinent to working with turf. This course aims to provide a comprehensive understanding of grass physiology so that the student can observe subtle differences between grasses being able to identify different cultivars and species much quicker.  This course demonstrates the characteristics of the vast majority of species and sub species of grasses that are used for lawns and turf around the world. This course covers grass cultivars that are commonly used for sporting, commercial and residential turf throughout the world including Australasia, the UK, Europe and North America.  The ten lessons that are covered within this course include: Introduction - Biology, terminology and classification of turf grasses. Fescues - The “Festuca rubra complex”, “Festuca ovina complex” and others Bentgrasses - Creeping, Colonial, Velvet, Redtop, Highland and Idaho Bentgrass Ryegrasses - Perennial, Italian, Annual Ryegrass etc. Bluegrasses - Kentucky, Texas, Rough, Canada, Upland and other bluegrass species including winter grass. Couchgrasses -Bermuda, South African, Hybrid, Queensland Blue and Salt Water couches. Buffalo and Zoysia Grasses - Stenotaphrum, Buchloe, Bouteloua and Zoysia. Other Warm Condition Grasses -Centipedegrass, Kikuyu, Paspalums, Bahia grass and others Other Cool Condition Grasses -Hairgrasses, Timothy, Brome, Phalaris, Wheatgrass, Crested Dogtail, etc Turf grass Mixes -Growing two or more varieties together in the same turf.  Students can enrol into our course at any time and courses are self paced with tutor support available when needed. For more information on the Turf Grasses course, please visit our website: New Course- Agronomy II Growing Grains Course out now 2017-03-21T03:26:02Z new-course-agronomy-ii-growing-grains-course-out-now ACS Distance Education have recently written and released a new 100- hour course called Agronomy II, which focusses on growing grains. This course has been written by ACS Academics who have many years experience and knowledge in the agronomy and crops industry. This course covers not only cereals but also pulses (eg. beans) and pseudo grains (eg. Quinoa), which makes this course attractive for those wishing to get into growing newer crops and different markets. Grains are a major part of farming world-wide and are a very significant food for both human and animal consumption. This is a very large industry, that encompasses not only the most common grains such as wheat and rice, but also many dozens of other grain crops such as Amaranth and Soybeans. This course covers the following topics: Introduction to grains Cereal/grain infrastructure and machinery requirements Wheat, triticale, spelt, barley, oats, rye. Maize, Sorghum, millet Rice Pulse crops Pseudo cereals Processing grains for human consumption Grains for livestock consumption Students can enrol into our course at any time and courses are self paced with tutor support available when needed. For more information on the Agronomy II course, please visit our website: Project Laneways Gears Up for PRINCE2 2017 Update 2017-03-20T01:20:26Z project-laneways-gears-up-for-prince2-2017-update Axelos, the publisher of PRINCE2 guidance has announced that they are all set to update both their Foundation and Practitioner PRINCE2 examinations. These updates will be launched by mid-2017. Training provider Project Laneways will offer the new version of PRINCE2 as soon as it is available. This is the first major revision since 2009.   PRINCE2 has an unrivalled reputation for being the best practice in project management. The focus is always on what makes a successful project. This update is a result of the wealth of expert feedback from PRINCE2 practitioners, especially those who have successfully applied the method in today’s dynamic working environment.      The new version of PRINCE2 affirms the method’s established approach to project management, with its overall structure of seven principles, themes and processes. The main changes to the guidance includes an emphasis on tailoring PRINCE2 to the needs of organisations and project environments, the principles that underpin PRINCE2, the restructuring of the ‘Themes’ guidance to accommodate specific examples of tailoring and the practical application of the method and guidance.   Axelos has taken this big step forward to enable anyone managing a project to get the best out of PRINCE2 and to achieve success for their organisation. The PRINCE2 2017 update consolidates a wealth of knowledge gained in the workplace and can be trusted to provide practical, authoritative and relevant guidance to anyone managing a project.   The update of PRINCE2 is evolutionary in nature. Candidates who have already acquired the Prince2 certification may lay their fears to rest, the changes are small. Existing candidates will not require recertification to the new version. However, Axelos has highly recommended that PRINCE2 practitioners familiarise themselves with the new material. Project Laneways is committed to bring the best available guidance to all their customers and clients. In keeping with this commitment, the company will assist both existing and new candidates who are interested in getting themselves updated with the new version. New candidates are encouraged to enrol for the updated new version at the earliest. For more information or to make enquiries about the new version of PRINCE2 those interested can call Project Laneways Melbourne office at +61390389236 and the Sydney office at +61282123978. They can also send an email to To know more about the courses offered by Project Laneways, visit their website: Search is on for a global CEO 2017-03-15T05:14:30Z search-is-on-for-a-global-ceo-1 Media Release Melbourne, 15th March 2017 - For immediate release   Search is on for a global CEO Token remuneration, dysfunctional industry   The search is on for a global CEO to head up Aidhub International, a not-for-profit organisation dedicated to transforming the way the three trillion aid and development industry conducts business.   The remuneration being offered is $1 per annum.   Aidhub is the brainchild of Australian businessman, Alan Morgan. Formerly a mergers and acquisitions advisor, Mr. Morgan retired to Indonesia in 2010 at the age of 44 to focus on philanthropic work. He first established Mentor Foundation which has since worked with over 1,000 people to help them prosper on limited resources and in 2014 he began working on the development of Aidhub, a global technology platform to support all aid and not-for-profit organisations achieve their goals.   Aidhub’s free technology will deliver increased transparency, better and standardised outcomes measurements and more effective knowledge transfer. It will enable every not-for-profit organisation globally to more easily and effectively plan, implement, manage, monitor, analyse and report on the outcomes and impacts of their initiatives. When launched, Aidhub will be available to the global not-for-profit industry at no cost.    “We’re seeking a world class leader who is willing to transition from a commercially driven career to a greater good mission,” said Mr. Morgan.  “In many ways the not-for-profit industry is a brutal and dysfunctional one. Aidhub is a world-first and it stands to change the way not-for-profits operate worldwide. The CEO will need enormous vision to work with us in driving this project to the next stage.”   Interested parties can make a confidential inquiry at   See more about Aidhub at   Media only: Alan Morgan is available for interview.  To arrange an interview or for further information, please contact Margot Gorski at PR Matters on +61 3 9533 6783 or +61 412 393 394, or at   Investing in Australia’s Food Future with Agriculture 2017-03-15T03:31:58Z investing-in-australia-s-food-future-with-agriculture Agriculture has a rich history in Australia and is responsible for producing 90% of food for Australians. It also makes an important contribution to Australia’s Gross Domestic Product. There are certain barriers to entry into the agricultural industry such as distance to training facilities and cost. This not only impacts on the number of adequately trained employees available to the industry but can limit innovation. In addition to finding and attracting suitable employees and accessing training, there are other issues facing the agriculture sector. These include an aging workforce, succession planning, market instability and restrictions, climate change, drought, floods, proximity to markets and potential threats to export and trade agreements. It’s not all bad news though. With new technological advances, changes in consumer trends and new trade prospects, there are opportunities for savvy new entrants and existing farmers. Staying informed and conducting research to identify and capitalise on emerging opportunities is key. Understanding the industry, keeping your finger on the pulse, being creative and identifying new and relevant opportunities can be difficult when you are busy working and doing all the things it takes to operate your business while making ends meet. Gaining this knowledge may involve upskilling or training to obtain new skills to keep your business profitable and futureproof. ACS Distance Education offer courses that are ideal for those looking to enter the industry, for people who are already working in the industry and would like to gain a different perspective or diversify within their business or even for those who are interested in starting their own small self-sufficient farm. Courses are written by ACS academic staff who know the industry. They are designed for the busy person who can’t attend traditional classes with self-paced and flexible learning options allowing the student to select the subjects that best suit their needs. With topics from crops, livestock and animal management, land management and environmental to business and farm development and management, ACS course offerings include short to long courses. Visit our site today for more information: Farm Management ebook helping farms become more profitable 2017-03-13T05:26:34Z farm-management-ebook-helping-farms-become-more-profitable The Farm Management ebook, written by John Mason and the staff of ACS Distance Education is a great resource for anyone who is new to farming or anyone who is already managing a farm who may need some tips on ensuring the business remains profitable. Making decisions on how a farm will be run is important to ensure that the farm is profitable and remains profitable. This ebook covers many of the decisions that a farm manager will face at some stage during the running or set up of a farm. This ebook covers the following topics: 1. Scope and nature of the farm industry 2. The farm site 3. Production systems 4. Managing livestock 5. Managing pasture 6. Managing crops 7. Managing equipment and materials 8. Computer applications 9. Farm structures and buildings 10. Financial management 11. Marketing 12. Farm planning 13. Staff management 14. Water management 15. Diversification This ebook is available for purchase for $39.95 including GST from our online bookshop and there is also a free sample available to have a look at: If you would like a review copy of this ebook, please contact . Better cultural fit vs more relevant experience? The battle for balance. 2017-03-10T23:23:54Z better-cultural-fit-vs-more-relevant-experience-the-battle-for-balance-1 It’s a recruiting challenge faced by most aware organisations – balancing the immediate productivity of a candidate with a highly relevant skill set against the long-term potential of another who is a better cultural fit with the team. The answer as always, depends…. “You’ll find proponents of both sides arguing their cases,” says Melinda Fell, of the eponymous Melinda Fell Consulting, a boutique C-Level executive placement firm operating in the financial and associated sectors. “There are some who say that competence trumps all. The inference being that cultural fit can somehow be gained by osmosis, through exposure to the behaviours and attitudes of their team mates and the rest of the organisation. “However, an increasing number of experts argue that the cultural fit, as expressed by a candidate’s behaviours, values and attitudes is much harder to change than it is to develop a skill set. The answer it seems, as it so often does, depends on a few factors, in no particular order, these include: ·       The age and stage of your company Young and start up organisations often have a less mature and established culture (more accommodating to outliers) and a more immediate need to maximise productivity ·       The nature of your culture Not surprisingly, not all organisational cultures are a good as they could be. A bit of cultural diversity could be just what you need to drive change – in a positive direction ·       The degree of fit or competence Assessing the levels of cultural fit and competence of two or more candidates can be difficult. The results are seldom black and white, the nuances can drive a successful decision ·       The nature of the role Some roles are more culture - dependent – think for instance of those demanding team work under pressure – while others rely more on skills – perhaps the archetypal nerd, punching out lines of code from a remote computer. The four examples above, while not in any way comprehensive, demonstrate the complexity of decision making considering these variables. And it’s not a situation that only faces corporate employers. Sports teams often have highly publicised situations in which they gain or lose highly skilled players in exchange for others thought to be a better cultural fit. “The answer is different for every situation,” says Melinda. “The encouraging thing is that we are even raising the question. In the past, skills and experience would have won every time, but now alert recruiters and employers are recognising the value of cultural fit and the many benefits to be gained by including it in the decision-making matrix. WORK LIFE JUST FOUND ITS CREATIVE MOJO WITH LAUNCH OF MUSE. 2017-03-01T22:38:43Z work-life-just-found-its-creative-mojo-with-launch-of-muse 02 March 2017 MUSE, Sydney’s latest premium co-working space officially launched in Surry Hills’, Campbell Street this month. Designed around the new-work paradigm which fosters innovation, wellbeing and collaboration, MUSE sets the new quality standard for the sector. Offering creative professionals a work space that is carefully tailored to the perfect balance between creativity and career efficiencies, MUSE intends to harness an intelligent membership to build one of Sydney’s most influential private creative communities. Conceived by partners Nicholas Sammut, Managing Director and Executive Creative Director, Toast, and Abraham Mikhail, Founder of Fone King - MUSE is a genuine combination of lifestyle benefits fused with the co-working space philosophy. “What we’re offering is a series of experiences that will reframe work life. MUSE is an extension of the crafted brand experiences we deliver for our clients at Toast,” explained Sammut. “Our research indicates that there is a gap in the market for spaces that cater to seasoned professionals who want the lifestyle and networking benefits,” he commented. “This is driving a real demand both in Sydney and Australia-wide for creative, collaborative co- working spaces of this quality.” Mikhail said, “MUSE offers a real point of difference defined by a unique set of benefits. This is a project that has been able to leverage my business experience while tapping into a passion for challenging the status quo.”  While the building itself has undergone a complete architectural and interior refurbishment, the MUSE creative business community can also enjoy a raft of benefits. From a calendar of curated events, to skills and professional workshops, talks, art classes, art exhibitions, yoga sessions, these value-adds and more, are included in all memberships types. In a market that has recognised the strength of the creative economy for nearly a decade, MUSE’s entry flags a different benchmark timed with the creative and professional maturity of Generations X and Y. Unsurprisingly, MUSE is attracting interest from senior designers, art directors, creative directors, executive creative directors, fashion designers, stylists, photographers and film makers. Sammut says that a key objective behind the project is bringing together the right people. “Fostering ideas exchange, networking and collaboration are fundamental to creating productive and successful communities. The MUSE community is no different. Its success rests on the mix of the right people, the bespoke environment to attract them in the first place and being able to check all boxes across facilities and operations. It’s really the full package.” The understated and luxurious aesthetic of MUSE is the work of Acme & Co. The five level heritage listed building formerly The Chinese Republic Newspaper, followed by Chung Lun & Co clothing and a sewing needle factory – has been transformed into thoughtfully curated work space. This plays out across meeting rooms and break out areas, the private courtyard, rooftop garden, the internal library of art and design, as well as the amenities. An expresso bar on the entry level and the availability of catering options pulls MUSE’s collaborative co-working offer together to be a hard-to-beat option for those looking to elevate their business to the next level.  “The existing space filled with its rich history provided the base canvas to insert the proposed program and layers,” said Caroline Choker, Interior Designer at Acme & Co. “The inherent character of the building with its solid timber flooring, exposed beams and brickwork leant itself to an interior design that is restrained yet confident,” added Vince Alafaci, Architect at Acme & Co. “A distinctive yet uncomplicated palette of colour, texture, material, furnishings and warm lighting were selected for the project. The concept is expressed throughout the building with each space clearly articulating its function yet displaying its own character," Choker added. For membership descriptions and enquiries Visit the website Or contact Aimy Guez E: T: 02 8073 9702 -ends- Project creditsDirectors – Nicholas Sammut and Abraham MikhailArchitect & Interior designer – Caroline Choker and Vince Alafaci, Acme & Co. Branding/Design Agency – Toast CreativePhotographer - Daniele MassacciBuilder/Project Manager, Head Projects - Majed Sefian Adelaide Scholarship Search for Executive/Personal Assistant Seeking a Challenge 2017-02-28T04:09:40Z adelaide-scholarship-search-for-executive-personal-assistant-seeking-a-challenge behind closed doors is on the search for an Adelaide based Executive/ Personal Assistant (EA/PA) who is seeking an opportunity to both challenge and stretch herself in her career to receive its 2017 Executive Assistant’s Scholarship. Since 2013, behind closed doors has offered the annual scholarship of a 12-month EA membership in Adelaide that provides opportunities to develop professional skills and networks. The 2016 scholarship was awarded to Jemma Buck, EA to the Director and Chief Executive, Adelaide Fringe.  Applications are now open for 2017. In launching the scholarship search, behind closed doors Managing Director, Donny Walford said, “EA and PA roles within an organisation are demanding, highly influential and they represent the thoughts and views of the Executive they support. Success as an EA doesn’t come easily.” “To thrive within the upper echelons of an organisation, you must be able to work effectively with all kinds of people and forge strong business relationships.” The scholarship takes the form of a 12-month behind closed doors Executive Assistant’s membership and is valued at more than $3,500. The group meets 10 times a year with each morning session running for two hours at an Adelaide CBD boardroom. Facilitated by Susan Raphael, who draws on extensive experiences working in senior management roles, members receive a unique opportunity for group mentoring amongst peers employed in a variety of industries. Regular guest speakers provide members an opportunity to build on and expand the skills required specifically for a highly effective EA. As part of the eligibility criteria, applicants must be businesswomen currently working in an Executive Assistant or Personal Assistant role who aspire to extend themselves further to achieve and succeed in their environment. A 1000 word application must be submitted by 5pm, Friday, 31 March 2017, with the winner to be announced at the behind closed doors Administrative Professionals Day Morning Tea on Friday, 5 May 2017. Managers are encouraged to nominate their EA/PA to be considered for the scholarship. More information on the scholarship can be found at: ENDS Issued by: Penny Reidy, behind closed doors Marketing Manager, (08) 8333 4303 or 0401 349 791. 2016/2017 Global Resilience Diagnostic Report 2017-02-28T03:14:56Z 2016-2017-global-resilience-diagnostic-report The report provides detailed insight into resilience at all levels of the human function, as well as employee performance.   Of the many findings, the report shows that 55% of professionals worry excessively, 50% are hyper vigilant, 45% experience distress symptoms, 30% have impulse control problems, 35% are unable to relax, and 30% experience excessive work intensity.   “The research shows that the state of the modern workforce isn’t conducive to organisations being as innovative, adaptive and successful as they could be.  This is an anxious and overloaded workforce that suffers from absenteeism, presenteeism, conflict and attention loss. Resilience in an organisation works to mitigate against these issues. Fortunately resilience is proven to be a learned quality that can be taught,” said Stuart Taylor CEO of Springfox.   DATA HIGHLIGHTS   We are changing over time   Considerable changes occurred in our workforce from 2010 to 2016 with peoples’ levels of relaxation, fitness, intensity and impulse control declining over the six-year period. This means people are not relaxing and recovering as well as they once were. In fact, data shows a 30% reduction in our daily practice of relaxation, which is the foundation for physical, emotional and cognitive resilience. Conversely, factors including one’s connection, health awareness, biological insight, engagement and values alignment improved over time.    Age matters   The data shows that resilience tends to increase with age, especially in the train mind category, led by focus and decisiveness. Significant life events we experience as we get older impact our levels of resilience and our ability to adapt, change, and grow. Women show most improvement during their younger and older years, whilst men between the ages of 31-50 display the highest increase in resilience.   Gender counts   The report illustrates that gender plays a role in one’s resilience levels and that men and women have different needs and solutions. Overall, male resilience ratios (2.31:1) are higher than female ratios (2.11:1) and men improve more with training. Females tend to score poorly in distress, vulnerability and withdrawn categories. Having said this, women are more engaged and positive, eat better, and score higher on EQ factors (positivity, connection, empathy, insight).   The CEO must lead - leadership must shape, promote and model resilience   The data reveals that a stress based culture typically stems from the top at the c-suite level. The most resilient organisations are those that have a leadership team that takes a systematic   and active approach to participating in and modelling resilience. When leadership fails to demonstrate resilience, this is reflected in the organisation at large resulting in an underperforming workforce.   “This highlights that it’s critical for leadership to commit themselves to practices that will lead their teams to be more resilient. Leaders drive culture, and culture drives performance,” said Mr Taylor.     Resilience is not innate; it’s learnt – resilience training delivers   With intervention, every category and factor of resilience improves, with data showing a clear increase in resilience ratios after resilience programmes. The average improvement is 25%, with some subjects even doubling their level of resilience.   Global diversity   Resilience is globally relevant and locally distinct. While there is little difference in resilience starting points between regions, responses to resilience interventions do vary by region. The Americas have the greatest increase in resilience ratio after resilience programmes, whilst South East Asia has the lowest.   Download the full report here:   -ENDS-     About the Resilience Delivers - Global Resilience Diagnostic Report 2016/2017   The Global Resilience Diagnostic Report 2016/2017 is an analysis of 26,099 Resilience Diagnostic Assessments over six years. The Resilience Diagnostic is a self-assessment tool that assesses the resilience of individuals, teams and organisations. The diagnostic measures five asset categories (resilience strengths) and six liability categories (resilience vulnerabilities). Each category is built from an average of five questions exploring people’s actions and experiences.   About Springfox   Springfox is the Australian leader in resilience. Founded in 2002 under the name of The Resilience Institute in Australia, Springfox provides evidence-based resilience programmes to individuals and organisations. The Learning Labs are delivered in five different languages on all continents. Drawing from modern preventative medicine, positive psychology, neuroscience, emotional intelligence and cognitive behaviour therapy, the training is proven to improve individuals and organisations’ resilience by an average of 25%. Your one stop solution provider for talent acquisiotion in Sydney and Northern Beaches 2017-02-27T04:51:12Z your-one-stop-solution-provider-for-talent-acquisiotion-in-sydney-and-northern-beaches The summer months are a wonderful time to visit Sydney and every year, from December onwards, thousands of Working Holiday Visa holders flock to the city in order to start their year of work, travel and adventure in a premier world city. They love the relaxed lifestyle, the Australian culture, the amazing beaches and the world famous spectre of the city’s New Year’s Eve celebrations. Many of those, ahead of arriving, spend time looking online for recruiters and recruitment agencies in Sydney and specifically those that focus on recruitment on the Northern Beaches. The Northern Beaches offers a great lifestyle choice for backpackers and casual workers, with plentiful employment opportunities in retail, hospitality, promotions and the customer service industry as a whole. With Tempnet focusing solely on recruitment on the Northern Beaches and North Shore, what sets us apart from other Sydney recruitment agencies is the relationships we have with the local community and local employers. Many of our clients actively seek candidates who live locally and can, especially in the case of casual and temporary work, make themselves available for work at short notice. Recruitment Agencies based in Sydney can find it harder to provide this level of service as their database is often more geographically dispersed and candidates have further to travel in order to commence work. Recruitment on the Northern Beaches ranges from corporate employers to many smaller, family run organisations that can offer flexibility in their employment arrangements and may prove a great starting point for the transient workforce. Tempnet works closely with a number of clients who are happy to offer work to WHV holders especially if they can make a commitment to work a full 6 month period. If you are interested in working on the Northern Beaches and hold a valid visa then we are the right recruitment agency for you to contact in Sydney. Come in and register today and we will be more than happy to chat through your employment options and point you in the right direction if you are looking to make Sydney and the Northern Beaches your permanent home. Find us at or call on 02 9997 7777. We look forward to talking with you. PERTH SCHOLARSHIP SEARCH FOR FEMALE MANAGER 2017-02-23T00:04:29Z perth-scholarship-search-for-female-manager behind closed doors is on the search for an aspiring female leader in Perth who is seeking an opportunity to both challenge and stretch herself in her career to receive its 2017 Luminaries Scholarship. The second of it’s kind to be offered in Perth, behind closed doors Managing Director, Donny Walford, said it presented a great opportunity for women to expand their leadership and management skills in preparation for the next step in their career. “The scholarship takes the form of a 12-month behind closed doors Luminaries membership and is valued at more than $5,500,” Ms Walford said. “The Luminaries membership was created in response to a growing need by emerging women in leadership who are interested in moving into senior management and executive roles. The membership provides a unique support network where members discuss professional challenges, ideas and insights in a totally confidential environment and encourage each other to extend themselves further to achieve and succeed in their careers. “The scholarship recipient will join a group to be facilitated by a leading WA businesswomen. behind closed doors Facilitators draw on extensive experiences working in senior management, executive and board roles in a variety of industries.” behind closed doors has been providing Luminaries scholarships in Adelaide for seven years. This scholarship will be the second of it’s kind to be offered in Perth, the Scholarship was previously awarded to Natalie Wallace, Manager - Commercial WA & NT, Santos in 2013. The Luminaries membership provides a three-hour group mentoring session, 10 times a year, at a Perth CBD boardroom. Members receive professional development, mentoring and networking opportunities as they seek to further their career in the areas of senior management, executive and board roles. As part of the eligibility criteria, applicants must be businesswomen currently working in a leadership or people management role and aspire to move into a senior management or executive position. A 1000 word application must be submitted by 5pm, Wednesday, 29 March 2017, with the winner to be announced at a behind closed doors Connexions networking event on Thursday, 27 April 2017.   More information on the scholarship can be found at:   ENDS Issued by: Penny Reidy, behind closed doors Marketing Manager, (08) 8333 4303 or 0401 349 791 This Woman Can partners with coworking retreat provider Unsettled 2017-02-21T02:57:37Z this-woman-can-partners-with-coworking-retreat-provider-unsettled                                                                                                                                                                                                        This Woman Can partners with coworking retreat provider Unsettled This Woman Can, the online newshub and community fostering human connection, has teamed up with Unsettled, a coworking retreat for entrepreneurs, creatives, freelancers and people in transition. This partnership will reward This Woman Can readers with the ability to redeem $100 off their next Unsettled adventure. “We’re living in an age where people are more virtually connected than ever before. The opportunity to unplug and connect in person with like-minded individuals is rare,” said founder and editor of This Woman Can, Sarah Cannata. “An Unsettled experience gives people the chance to embrace a nourishing routine, explore a new location and build more meaningful relationships, all while continuing to deliver on their personal and professional goals.” Ms Cannata added: “There’s something we’re not talking about nearly often enough. Burnout. As women, we’re often required to commit ourselves fully to many different facets in life - work, home, family and so on. The pressure to keep up with everything can be truly exhausting” “The opportunity to pause, reflect and recalibrate is scarce but it’s essential and we hope our partnership with Unsettled provides people with the chance to work from anywhere, while seeing incredible places such as Bali, Cape Town and Barcelona.” To redeem their bonus $100 discount, This Woman Can readers can enter their details here: -- Ends-- For interview or photo opportunities with Sarah Cannata, please contact 0407 536 133 or email: About This Woman Can Launching in late 2016, This Woman Can is an online newshub and community where young people and women of all ages can realise and maximise their life and career potential. We share stories that empower from women such as Maggie Beer, Cyan Ta’eed, Cindy Whitehead, Elizabeth Peru and so on. About Unsettled Unsettled is a community for those who embrace the unknown and value meaningful human connection. We believe that feeling a little bit "unsettled" is a positive impulse for change, innovation, and exploration. Our 30-day coworking retreats take your work, life, and adventures beyond traditional borders.  It’s all about people – and that's what makes it so rewarding – and potentially awarding! 2017-02-21T01:10:01Z it-s-all-about-people-and-that-s-what-makes-it-so-rewarding-and-potentially-awarding “I work with people because I’ve always been intensely curious about how they tick and what drives human behavior. I enjoy taking people on a journey that helps them achieve their goals and transition into different environments. Guiding them to make a shift, being an opener of doors, helping others to see opportunities they may not realise are there - all that totally energises me! “I transition people into more appropriate environments for many different reasons, but suddenly I began to think, why were all these top performers so open to a move, why were they all so easily disengaged? Why weren’t their employers more successful at retaining them? “This started a train of thought about who is really happy with their job – totally engaged? Where were clients eager to tell me how passionate they were about what they were doing and the company they worked for?  “What is the difference between people who love their jobs and people who don’t? I realised that in many cases the answer was leadership – and more explicitly the individuals who were workplace leaders, both those in formal leadership positions and others whose leadership roles were more informal – but recognised by their colleagues. “How could I help these people understand that there is a better way, that leadership is not a destination but a journey, one during which they pick up fellow travellers, the people who they realise will contribute to the team’s success. “Aware that I was not the first person to think along these lines and keen to know more, I enrolled in a global accredited executive coaching course and spent three years studying human behaviour to learn how I could help my clients and their companies to achieve positive lasting change. “It’s been an interesting journey, during which I realised that despite all the changes in corporate workplaces, people remain the core contributors to an organisation’s success or failure - and that many human capital strategies are failing the people with whom they operate. “Most people understand the concept of a “changing workforce” and that there are huge opportunities for leaders to enhance their human capital strategies, however in many cases it’s simply not working. Many of the better leaders and employees are either speaking up, or in the worst cases, remaining silent and voting with their feet. “I asked myself why, in this environment, do I also meet so many complacent people that sit in silent endurance and don’t consider new opportunities? Dissatisfied with their current situation but prepared to live with it because finding a new path is unsettling or challenging. “I’ve seen toxic workplaces in which business leaders care more about their pay checks than the culture and the environments they create for their employees. “In many of these cases HR departments are part of the problem, simply providing band aid solutions to human capital issues, throwing survey results around like confetti while avoiding coming to grips with the underlying issues. “This led me to wondering how an organisation can work towards helping its leaders to solve their most pressing problems. Recognising their roles and ensuring that they are more than passive bystanders, motivating them to become active participants in creating and guiding exceptional workplaces. “To achieve progress, the focus needs to be measurable performance management activities, such as clarifying work expectations, providing people with the skills and resources they need to perform at their best, developing and promoting positive co-worker relationships. “I know we can’t change the world overnight, but also understand that there are potentially huge gains to be made in the short term. “Experience has shown that business or work units in an organisation that have strong engagement can have nearly double the odds of success (based on a summation of financial, customer, retention, strategy, quality, shrinkage and absenteeism metrics) when compared with other business units operating in the bottom quartile. “They are challenging and potentially very rewarding statistics. “To realise the benefits of such change, we need to start executive committees talking about programs that move towards an environment that progresses from a culture of employee satisfaction which only measures things like how much workers like their perks and benefits to a “coaching culture”. “At an operational level, it’s all about engagement. Managers can’t be left on their own hoping that they will learn something from survey results that will change their work processes.  “Global statistics evaluating employee disengagement and its cost to business suggest that it is in the billions. “Today there is an opportunity for alert organisations to profit from this by taking a closer look at how their critical engagement elements align with their performance development and human capital strategies. (If you don’t do it, your competitors will!) “We all know that engagement starts at the top. Highly engaged organisations ensure that managers are engaging employees from the minute they start their induction. Employee engagement must be a fundamental consideration in their people strategy, not an annual “tick the box” activity. “From my own experience talking to senior management, I can pretty much guarantee you of all topics keeping leaders up at night, performance management is one of the most pressing. Attracting and retaining the best people is the foundation on which enduringly successful organisations are built. “Consequently, many leaders are addressing their performance management strategies head-on. And in many cases that means throwing out accepted wisdom, or the ‘it’s the way we’ve always done it’ solutions out the window (being cognisant of OH&S and pedestrians below, of course). “Today, the consensus through research seems to be that annual reviews – as they have been traditionally practiced – are not worth the time and expense. They provide little real actionable information and tend to be biased towards maintaining the status quo, possibly with a few tweaks around the edges. “Once a year an official opportunity to discuss an employee’s performance? Complete it and treat it like any other item on the week’s to do list, simply check it off and ignore it until next year. This is a tired, formulaic approach to performance management that would be better described as an infrequent, task based activity rather than one that provides support and value to employees and meaningful information to employers.  “It’s apparent, that against this organisational structure there’s a lack of ongoing, actionable feedback and structured, directed coaching.  ‘The missing link in performance management could be more frequent, ongoing conversations, but we also have to remember that many managers struggle in this area. “Structuring these discussions to provide clarity, context and meaningful outputs to their participants and employing organisations is a challenge. They must always recognise what is currently broken in manager-employee communications and be focussed on identifying and providing remedial processes.  “My challenge, as I focus on creating my new business model, is to develop a program that engages all parties and uses their input in a collaborative goal setting process. A new program that considers the entire employment life cycle, from all stakeholders’ points of view, and enables it to be measured and managed more efficiently and effectively. “With an end result that motivates everyone to strive to achieve their goals, because they are “our goals” not just “my goals” or “my boss’s goals or my company’s goals.” And when we reach all those goals concurrently, everyone scores! LOGO:     AUSTRALIAN SMALL BUSINESS CHAMPION AWARDS 2017   FINALIST   - AVAILABLE OZ Mineral's Jasmine Richards Wins Behind Closed Doors' Luminaries Scholarship 2017-02-17T00:16:40Z oz-mineral-s-jasmine-richards-wins-behind-closed-doors-luminaries-scholarship OZ Mineral’s Environment and Community Superintendent, Jasmine Richards, has been announced the recipient of behind closed doors’ (BCD) coveted Luminaries Scholarship for 2017. Announcing the winner at a business dinner last night, BCD Founder and Managing Director, Donny Walford, said the 12-month scholarship is awarded to a successful woman seeking access to insights, knowledge, support and high level networks in their journey to Executive and Board positions.  “I extend my congratulations to our winner, Jasmine Richards, as well as our worthy runners up, Julie Jardine, Supply Chain Manager at Hoschizaki Lancer, and National Sales and Marketing Manager at Medvet, Natalie Dixon,” Ms Walford said. “Jasmine stood out as a leader who is determined, ambitious and is a real change agent for diversity not only within OZ Minerals, but in general. While she has already achieved much professionally, she clearly has her sights set on so much more and will take every opportunity available to her provided through the Luminaries Scholarship.” Ms Richards, a qualified hydrogeologist and environmental professional, is looking forward to the Luminaries Scholarship providing her with access to a network of people outside of her industry who will support and challenge her to reach the next step in her career.  In accepting the award, Ms Richards said she expects the Luminaries membership will offer her guidance with her recent appointment into a leadership role as well as advice and support to transition onto a board position.  “The notion of having a support network to discuss issues and challenges within my career is not only appealing, but I believe essential in extending me to the next level in my career,” she said. “The scholarship will assist my drive to be an advocate for diversity within the workplace by providing opportunities to grow my profile and confidence as a businesswoman,” she added. The BCD Luminaries Scholarship offers businesswomen aspiring to executive roles the opportunity to further expand their leadership and management skills through a year-long membership to BCD Luminaries, valued at more than $5,500. BCD Luminaries was created in response to an identified need for motivated businesswomen to have a professional sounding board and support network where they can discuss professional and personal issues, challenges and strategies in a totally confidential environment while, at the same time, encouraging each other to extend themselves to achieve and succeed in new environments.  Members meet for three hours, ten times a year, for group mentoring, professional development and networking with like-minded women. Outside of this further professional development, networking and mentorship opportunities are provided to members amongst the wider BCD community.   “One of its major aims,” concluded Ms Walford, “is to increase women’s representation on Boards, committees and in executive management roles and BCD has an enviable track record in successfully supporting our members to achieve these types of roles.” Issued by: Penny Reidy, Marketing Manager, Behind Closed Doors on 8333 4303 or 0401 349 791.