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GHD Pty Ltd (formerly known as Gutteridge Haskins & Davey) is a leading engineering, architecture and environmental consulting firm.
Established in 1928, GHD employs more than 6000 people across five continents and serves clients in the global markets of water, energy and resources, environment, property and buildings, and transportation.
The company employs engineers, architects, planners, scientists, project managers and economists to deliver sustainable outcomes to clients and communities around the world.
GHD is a member of the World Business Council for Sustainable Development and operates under a Practice Quality Management System, ISO 9001: 2008 and an Environmental Management System, ISO 14001:2004 which are certified by Lloyds Register Quality Assurance.



Retention Of Employee In The Twenty First Century
The business paradigm in virtually every department of the modern business has been undergoing continuous change in the last ten years to such an extent that it becomes necessary to step back and review how we do business in all aspects of corporate life in light of new markets and new ways even our employees do business.



This is as much true in our Human Resource Department as it is in Marketing. The labor pool is changing and the impact on the bottom line of the business can see be serious if we don’t change how we go about recruitment and view employee retention in light of the changes to the available educated labor “out there” to draw upon for our staffing needs.



Employee retention and how we approach the concept of keeping employees over many years is an area where certain assumptions must be challenged if we are going to stay competitive. Some assumptions concerning employee retention that are rapidly becoming obsolete include…



* That there is an unlimited resource of eager employees out there to fill my staffing needs.


* That it’s a good idea to cycle employees in and out of the company because that keeps benefits costs down.


* That the “my way or the highway” approach to management is the right way to go to enforce your vision for how work will get done.


* That employees are commodities. There are always more where they came from.


* That employees should be grateful just to get a paycheck.
* It is better to keep a youthful staff and to move older employees out of the work place.



The labor pool in changing with shifts in the demographics in the country and those changes make these assumptions obsolete and dangerous if we expect to keep a staff that can provide quality support for our business objectives. Because the “baby boom” is leaving the market and being replaced with a smaller and less skilled youth population, we have to adjust our expectations both in terms of hiring and retention.



Probably the biggest change we have to get used to is to begin to view employees as valued assets and to give significant attention to retention,ghd, not just once a year at performance review time but on a daily and weekly basis. The assumption that employees will work for us for a paycheck and that we can exert leverage in the management situation because of a large labor pool we can tap to replace unhappy employees has become a flawed approach to people management.



The truth is the pool of talented labor is shirking at an alarming rate. If you have a staff of skilled people who you have invested in to bring up their knowledge and skill levels,ghd, that is an investment worth. Skilled and educated employees are in short supply and,ghd, above all, they know they are in demand so they can move from job to job without difficulty if they become dissatisfied at their current work place.



These changes to the paradigm of emplacement justify a corporate wide reevaluation of retention policies and strategies. The HR Department should be on the forefront of changing the business’s attitude toward employees from one of “us against them” to one of employee empowerment and partnership.



The managers who will excel at retaining valuable,cheap ghd, productive and trained employees will be those who see the employment relationship as a contract in which management has responsibilities to employees to assure their continued growth and success just as the employee must pull his weight in the company. A partnership approach to management will go a long way toward improving the company’s retention profile which will benefit the business in a multitude of ways.

The Brisbane office began operations in 1937, undertaking projects in water and sewerage. The office carried out the design and construction of the Maryborough sewerage scheme – the project which brought Gordon Gutteridge, Gerald Haskins and Geoffrey Davey (Gutteridge, Haskins and Davey) together for the first time.

Today the Brisbane office is the largest engineering consultancy in Queensland and continues to grow.

GHD’s work in Brisbane is best characterised by our involvement in projects including:

The Eleanor Schonell Bridge (formerly the Green Bridge)
The Western Corridor Recycled Water Project
Bruce Highway, Uhlmann Rd to Bribie Island Road upgrade
Sunshine Motorway, Maroochy Road to Pacific Paradise
Salisbury to Kuraby Rail Upgrade

Wholly-owned by its people, GHD is focused exclusively on client success. Our network of 6000 talented professionals collaborate to solve client and community challenges in the global market sectors of water, energy and resources, environment, property and buildings, and transportation.

With a history of adapting to the needs of its clients, GHD is recognised for its commitment to innovation, safety, sustainable development and the wellbeing of the people, communities and environments in which we operate. Today, we are ranked as one of the world’s leading engineering, architecture and consultancy firms.

We have over 70 specialist service lines, offering you the opportunity to contribute to challenging and interesting projects, both locally and throughout the GHD network. Our people work in cohesive teams, with open communication and leaders who take an interest in the development of their people. Our company is built on the values of Teamwork, Respect and Integrity and we are committed to being a great place to work.

GHD continues to see significant improvements in health and safety performance, as we develop from a safety compliance focus to a safety management culture approach across our operations.

Our management systems were recognised by Safe Work Australia at the 2010 Safe Work Australia Awards where GHD was awarded "Best Workplace Health and Safety Management System - Private Sector". The award acknowledges demonstrated commitment to continual improvement, achieved through implementation of innovative solutions enabling an accessible integrated systems approach.

Our health and safety achievements which have enabled us to achieve leading industry practice include:

A growing number of operating centres achieving certification against AS4801 / OHSAS 18001
Launch of GHD Health and Safety Compliance Database and eLearning capability
Integration of health and safety into the GHD Job Management process
Introduction of the GHD Safety Index using leading indicators to drive organisational culture change and management of health and safety.
Improved understanding of “safety in design” to benefit clients
42% Reduction in LTIs – 47% reduction in LTIFR (as at 13 July 2009)
66% reduction in MTIs (as at 13 July 2009)
periods of 2.8 million and 3.5 million hours LTI free
 
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