by Kellianne Smith, Head of Global HR & Organisational Development, The Argus Group
At Argus, our strategic priorities include creating business solutions that reinforce our brand position, “Our Interest is You”, which serves to benefit our clients, our community and, importantly, our colleagues.

Our corporate core values, ethos and policies ensure that inclusion, diversity and equality are woven into the fabric of our organisation. This culture of openness has created an environment where our staff are encouraged to showcase their unique skills and abilities in order to make meaningful contributions to our overall operations.

Argus has achieved this by completing a company-wide transition from applying top down, silo-driven strategies to a more inclusive approach of setting and achieving business objectives through collaboration across all layers of our organisation. We know that our people are our greatest investment and we make a concerted effort to allow every level of staff member to participate in aspects of strategic and business planning. The result is a proactive and dedicated team who have a voice, are unafraid to  challenge approaches, suggest fresh ideas, and encourage us to remain agile.

Our senior leadership team and colleagues partner in business development, creating a strong synergy that allows us to achieve our stated goals and objectives. Specifically, we have achieved this by:

• Transitioning from a “top-down” planning approach to a collaborative group-wide process that includes management, colleagues and our clients
• Opening direct channels of communication with senior leadership
• Remaining transparent with our actions and results
• Strengthening leadership effectiveness, training and development, and overall employee engagement
• Recognising the importance of individuals’ roles in any successes
• Acknowledging the positive impact that colleagues have made as a team in stabilising and strengthening the company
• Increasing participation and exposure across all levels with strategic and business planning workshops

With silos lifted, information is shared throughout the company through our open-door policy that provides for regular communication meetings, company-wide Town Halls and focus groups. In addition, Argus CEO, Alison Hill hosts monthly ‘Fireside Chats’ where small groups of staff members attend an intimate lunch and are encouraged to ask any question and provide feedback, ensuring staff remain aware of other teams’ projects and our current objectives and strategies.

It is inspiring to witness the energy, enthusiasm and commitment in colleagues who are keen to suggest better ways to improve their work environment and the client experience by focusing on positive business outcomes. The entire team is fully aware of how corporate and business units link and our transition from department silo objectives to group objectives has proven successful. At Argus, every colleague is made to feel engaged and empowered.

Our intention is to remain an employer of choice in all our operating jurisdictions, which we measure each year by setting goals of less than 10% unplanned attrition and retaining 80% or above in our employee engagement survey scores. We are proud to report that in 2018 we surpassed these goals and continue to thrive. This is a true testament to the passion and determination of the entire Argus team.

Our collaborative approach has encouraged strong cultural alignment across Argus that ensures transparency and trust and that our colleagues are always reminded of the value they bring.

This article was originally featured in the TOP TEN 2019 edition of the RG Business Magazine.

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by Annabel Cooper

As the baby boomer generation retires, we look at what companies in Bermuda should be doing to attract the best young talent.

According to the November 2018 Labour Force Survey Report, there are 10,050 people aged 55 and over currently employed in Bermuda and, says Malika Taylor, a Partner at Expertise, this “huge bubble of baby boomers are set to retire over the next five to eight years”. What therefore can companies do to make themselves attractive to the younger generation of potential employees who could fill this vacuum?

“This young, tech-savvy generation is truly, in almost every way, different,” said Kelly Francis, president of Performance Solutions Ltd. She explained that communication has changed, their experiences have changed and their resumes have changed. “It’s being prepared for how different they are so you can employ them in a space they recognise.”

The baby boomer generation is currently aged between 55 and 75. Next comes generation X, who are 40 to 54 and then it’s the millennial generation who are 25 to 39.

Ms Taylor points out that the younger generation is not necessarily more tech-savvy than their older counterparts because everyone, regardless of age, uses so much technology in their daily lives, but the difference is in how they communicate and what they expect from a company they work for.

It’s “telephone versus Snapchat, Facebook versus Instagram, this is where we’re seeing the generational gap. How they communicate, not how they do their jobs,” she said.

Ms Taylor said that when trying to attract young dynamic talent, understanding social media is vital. “Using social media as a platform to attract talent is by far the best way to attract millennial talent,” she says. “Facebook, LinkedIn and Instagram.”

Ms Taylor also said that while everybody is looking for fair and competitive compensation, the generation coming into the workforce are also interested in being employed by companies
with socially and ethically responsible business practices.

“In addition to being paid fairly, they want to work for an organisation where doing things in the community will have an impact,” she said, adding that people are asking questions about a company’s diversity and inclusion practices.

Trey Sanders, global HR manager at LOM Financial Group, said they had recently changed the tone of their recruitment adverts and company handbooks to make them chattier and less formal, writing instead in the way people speak.

“Having an engaging tone and making young people feel valued will intensify their employee experience,” he said.

“Globally, LOM are now primarily recruiting on social media and being transparent about the salary range on offer on the adverts.

“We are one of the only companies to do this in Bermuda, Cayman and the Bahamas. Younger people appreciate this full transparency and we are seeing more job applications from them as well.”

Mr Sanders added that younger employees enjoy facilitating social events: “LOM recently had a day out for our Bermuda employees researching and understanding the conservation being done on Trunk Island and specifically work in protecting the Bermuda Cahow. The staff enjoyed the experience and appreciated the opportunity.”

The younger generation wants “to do a great job and be socially and ethically conscious”, Ms Taylor said.

This article was originally featured in the TOP TEN 2019 edition of the RG Business Magazine.

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