This document discusses how Australian businesses can improve their interactions with international partners by better understanding cultural differences. It provides several examples of cultural faux pas that Australian managers have committed when dealing with Asian partners, such as being too informal or failing to properly respect hierarchies. The document advocates for cultural training to help expat workers and overseas partners navigating Australian business culture. It highlights how a lack of cultural awareness can damage relationships and business deals.
Hays Journal 20 - How can organisations improve on intersectionality?Hays
Hays Journal 20 - How can organisations improve on intersectionality?
Many organisations have made good progress in improving the diversity of their businesses in recent years.
But could understanding and embracing intersectionality help them improve the experience of all employees?
Read the Hays Journal to find out more: www.hays-journal.com
Hays Journal 20 - How can organisations improve on intersectionality?Hays
Hays Journal 20 - How can organisations improve on intersectionality?
Many organisations have made good progress in improving the diversity of their businesses in recent years.
But could understanding and embracing intersectionality help them improve the experience of all employees?
Read the Hays Journal to find out more: www.hays-journal.com
This is a presentation on Contacts Count, the premiere business and professional networking company. I am a certified trainer and presenter for Contacts Count.
For the past four years, Empleos and Employment, Latino community leaders, local companies and universities have organized the Ohio Diversity Latino Talent and Leadership Conference with great success. The 2012 conference brought together more than 700 professionals in attendance from all over the state of Ohio representing different industries, government and military organizations.
The 2013 conference is scheduled on October 09 at Columbus State Community College, the conference will be structured as a platform for continue education of Latinos/minorities and other professionals in the area of Recruiting, Professional Development, Business, Women and Culture.
The 2013 Ohio Diversity Latino Talent and Leadership Conference will provide sponsors, exhibitors and all attendees with an excellent opportunity to:
* Connect with a broad cross-section of the fastest-growing market in the U.S.
* Contribute to the development of this nation’s leaders
* Identify candidates for internships and/or job recruitment
* Create partnerships or help develop them
* Expand networks among profits and non-profits
* Promote collaboration and grow competencies among all attendees
* Promote Latino talent and cultural understanding
* Promote Businesses
The full day event consists of keynote addresses, presentations, and panel discussions that focus on issues related to the recruitment, mentorship, and advancement of Latinos and other minorities in the workplace.
The conference is geared towards a broad audience - companies seeking to employ Latinos and other minorities as well as potential employees wanting to learn how to access the job market and make use of their multicultural and bilingual skills. In addition, the event will provide tools and practical advice to promote leadership development, cross-cultural competency, and professional growth for all conference participants.
Finding a job can be difficult at times, even more so when you are an older worker. This presentation focuses on helping mature workers identify their skills and overcome objections in their job search. Several “mature worker” friendly companies are identified. In addition to the specialized concerns of job seekers over 50, this will cover search tips that are useful for job seekers of any age.
CIPD feature article on Strategic Business NetworkingDarryl Howes MSc
DDNS Consulting Ltd specialises in developing people connections via Strategic Business Networking ®.
We employ the very best methods derived from business psychology, behavioural science ('nudge' techniques) and the study of ethical influence and persuasion. In doing so, we maximise the effectiveness of your network and your client or customer relationships.
Through the 100 Letter Project, Shasha network seeks to establish impact-driven synergies between learners and all the other different stakeholders. We hope these will help align efforts towards the transformation of the education space to a solutions hub drawing from
a diverse pool of skills and talents from the grassroots level to the corridors of power in government.
Workplace Frustration: How to Reduce It and Manage Generation Y for An Increa...Bridges LLC
Business owners and managers are frustrated by the difficulty of managing Generation Y and for retaining them for any reasonable length of time. If they will accept the reality of generational differences in the midst of a rapidly changing work environment, they can resolve workplace frustration, keep these young professionals around longer, and increase their profits.
Now in its seventh year, the CIPR State of the Profession survey is the largest and longest running survey of its kind. The survey takes into account the views of CIPR members and non-members, and aims to reveal the issues and challenges facing public relations professionals. It covers a broad range of key issues including professional background, skills, recruitment and diversity.
This is a presentation on Contacts Count, the premiere business and professional networking company. I am a certified trainer and presenter for Contacts Count.
For the past four years, Empleos and Employment, Latino community leaders, local companies and universities have organized the Ohio Diversity Latino Talent and Leadership Conference with great success. The 2012 conference brought together more than 700 professionals in attendance from all over the state of Ohio representing different industries, government and military organizations.
The 2013 conference is scheduled on October 09 at Columbus State Community College, the conference will be structured as a platform for continue education of Latinos/minorities and other professionals in the area of Recruiting, Professional Development, Business, Women and Culture.
The 2013 Ohio Diversity Latino Talent and Leadership Conference will provide sponsors, exhibitors and all attendees with an excellent opportunity to:
* Connect with a broad cross-section of the fastest-growing market in the U.S.
* Contribute to the development of this nation’s leaders
* Identify candidates for internships and/or job recruitment
* Create partnerships or help develop them
* Expand networks among profits and non-profits
* Promote collaboration and grow competencies among all attendees
* Promote Latino talent and cultural understanding
* Promote Businesses
The full day event consists of keynote addresses, presentations, and panel discussions that focus on issues related to the recruitment, mentorship, and advancement of Latinos and other minorities in the workplace.
The conference is geared towards a broad audience - companies seeking to employ Latinos and other minorities as well as potential employees wanting to learn how to access the job market and make use of their multicultural and bilingual skills. In addition, the event will provide tools and practical advice to promote leadership development, cross-cultural competency, and professional growth for all conference participants.
Finding a job can be difficult at times, even more so when you are an older worker. This presentation focuses on helping mature workers identify their skills and overcome objections in their job search. Several “mature worker” friendly companies are identified. In addition to the specialized concerns of job seekers over 50, this will cover search tips that are useful for job seekers of any age.
CIPD feature article on Strategic Business NetworkingDarryl Howes MSc
DDNS Consulting Ltd specialises in developing people connections via Strategic Business Networking ®.
We employ the very best methods derived from business psychology, behavioural science ('nudge' techniques) and the study of ethical influence and persuasion. In doing so, we maximise the effectiveness of your network and your client or customer relationships.
Through the 100 Letter Project, Shasha network seeks to establish impact-driven synergies between learners and all the other different stakeholders. We hope these will help align efforts towards the transformation of the education space to a solutions hub drawing from
a diverse pool of skills and talents from the grassroots level to the corridors of power in government.
Workplace Frustration: How to Reduce It and Manage Generation Y for An Increa...Bridges LLC
Business owners and managers are frustrated by the difficulty of managing Generation Y and for retaining them for any reasonable length of time. If they will accept the reality of generational differences in the midst of a rapidly changing work environment, they can resolve workplace frustration, keep these young professionals around longer, and increase their profits.
Now in its seventh year, the CIPR State of the Profession survey is the largest and longest running survey of its kind. The survey takes into account the views of CIPR members and non-members, and aims to reveal the issues and challenges facing public relations professionals. It covers a broad range of key issues including professional background, skills, recruitment and diversity.
The Culture Cure for Digital: How to Fix What’s Ailing BusinessCognizant
Work cultures that have developed over time can be too slow-moving and complacent for the digital age. Business leaders need to intentionally reshape the organizational culture to energize people for the work of the future.
You might have thought that mentoring was just
one of those HR trendy tools to attract and retain talents
and to remotivate senior managers in your firm.
Well, think again.
This white paper as been designed to give you an
opportunity to reconsider what you may know, or imagine,
about mentoring...
In it, we will discuss and try to illustrate how corporations
can find a balance between their formal structure source
of efficiency and their informal networks source of agility,
and why mentor / mentee networks are such powerful
cultural game changers.
Author: Stéphanie MITRANO PhD
Distanced yet connected: talk for Wiad Pittsburgh 2022Silvia Podestà
The principles of Information Architecture in the design of remote and hybrid organisations.
Full transcript of the talk available here: https://docs.google.com/document/d/1WypW6mqUesMq-VEqql9Zz7OQ3EwQSbw4VSNmSdt0xyw/edit?usp=sharing
Canny Bites: Attract, Retain, Grow your team to grow your business by Safaraz...The Pathway Group
Canny Bites: Attract, Retain, Grow your team to grow your business by Safaraz Ali
• Attract – How do I recruit the right people for my business?
• Retain – How do I create a high-performance culture that people are engaged with? How do I keep and engage the right people?
• Grow - How do I develop and grow the right people, and in turn, grow my business?
As people engage in more international travel and become more famili.pdfferoz544
As people engage in more international travel and become more familiar with other countries,
will cultural difference decline as a roadblock to international understanding or will the continue
to be a major barrier? Defend your answer. Why are multinational enterprises getting involved in
corporate social responsibility and sustainable business practices? Are they displaying a sense of
social responsibility or it is merely a matter of good business, or both?
Solution
Multinational and cross-cultural teams are likewise becoming ever more common, meaning
businesses can benefit from an increasingly diverse knowledge base and new, insightful
approaches to business problems. However, along with the benefits of insight and expertise,
global organizations also face potential stumbling blocks when it comes to culture and
international business.
While there are a number of ways to define culture, put simply it is a set of common and
accepted norms shared by a society. But in an international business context, what is common
and accepted for a professional from one country, could be very different for a colleague from
overseas. Recognizing and understanding how culture affectsinternational business in three core
areas: communication, etiquette, and organizational hierarchy can help you to avoid
misunderstandings with colleagues and clients from abroad and excel in a globalized business
environment.
1. Communication
Effective communication is essential to the success of any business venture, but it is particularly
critical when there is a real risk of your message getting “lost in translation.” In many
international companies, English is the de facto language of business. But more than just the
language you speak, it’s how you convey your message that’s important. For instance, while the
Finns may value directness and brevity, professionals from India can be more indirect and
nuanced in their communication. Moreover, while fluent English might give you a professional
boost globally, understanding the importance of subtle non-verbal communication between
cultures can be equally crucial in international business.
What might be commonplace in your culture — be it a firm handshake, making direct eye
contact, or kiss on the cheek — could be unusual or even offensive to a foreign colleague or
client. Where possible, do your research in advance of professional interactions with individuals
from a different culture. Remember to be perceptive to body language, and when in doubt, ask.
While navigating cross-cultural communication can be a challenge, approaching cultural
differences with sensitivity, openness, and curiosity can help to put everyone at ease.
2. Workplace etiquette
Different approaches to professional communication are just one of the innumerable differences
in workplace norms from around the world. CT Business Travel has put together a useful
infographic for a quick reference of cultural differences in business etiquette globally.
For instance, the.
The Digital Culture Challenge: Closing the Employee-Leadership GapCapgemini
Is company culture a roadblock or a catalyst for digital transformation? Does the big moment for an organization arrive when they have embraced the fact that the prerequisite to digital transformation isn’t a technical issue, but a cultural change?
Unfortunately, it’s a pre-requisite that is beyond the grasp of many companies as they look to drive innovation and change through smart technologies and data. For most, cultural issues continue to block digital transformation and it’s a problem that’s worsening. In 2011, a majority of respondents (55%) said that culture was the number one hurdle to digital transformation1 but in our latest research, this figure has actually risen to 62%
Download the report to understand why organizations are struggling and what they can do about it, we undertook an extensive research program based on a clear definition of digital culture. We surveyed 1,700 people—including not only senior executives, but also managers and employees—in 340 organizations across eight countries and five sectors. We also interviewed senior business executives from a range of organizations across industries, as well as academic experts.
O desafio da cultura digital - Fechando a lacuna entre funcionários e liderança.Américo Roque
A cultura da empresa é um obstáculo ou um catalisador para a transformação digital? O grande momento de uma organização chega quando adotam o fato de que o pré-requisito para a transformação digital não é um problema técnico, mas uma mudança cultural?
Essa pesquisa da CapGemini mostra o impacto dos comportamentos culturais na transformação digital.
1. Australian chief executives and
foundonly9percenthaddealings
withourclosestAsianneighbours.
In the year since the report,
McCarthysayslittlehaschanged.
“Australians have been inde-
pendent for too long and they’ve
becomecomplacent,”shesays.
The Melbourne-based con-
sultant says many business own-
ers are unaware of how
Australians are perceived and can
be too relaxed and informal when
dealing with international busi-
nesses where protocols, hierarch-
ies and relationship building are
essential. The “she’ll be right” atti-
tudecanalsobedamaging.
“People assume the Australian
reputation for being laid-back is
what everybody likes, but not
everybody does; when you’re
dealing with a hierarchical coun-
try, they don’t like being called by
their first names. Some cultures
don’t want to be treated as
friends.”
In many Asian countries Mc-
Carthy says chief executives are
often figureheads and prefer to be
addressed before referring inquir-
iestoajuniorcolleague.
In other countries manage-
ment can be more hands-on and
staff are rewarded for doing what
they are told, rather than using in-
itiative,asinAustralia.
In some countries senior man-
agement will ensure their Austra-
lian counterparts are entertained
in the evenings, but in Australia
McCarthy says managers will
often go home and leave their
counterparts to their own devices
—whichmaybeinsulting.
Courtesy and cultural under-
standing can be the difference be-
tweensigningadealorwatchingit
fallthroughbecauseofignorance.
“If there were two people sell-
ing the same widget and one of
them sold it to you in the way that
you like and one doesn’t, you’re
going to buy from the person who
understandsyou,”shesays.
“If you want to sell your widg-
ets you have to think about how
they want to buy them, not just
howyouwanttosellthem.”
MichelvanMaanen,whoisthe
performance director at the inter-
national transport services com-
pany Transdev, moved to
Australia from Europe 18 months
ago and struggled to adapt to cul-
turaldifferences.
Van Maanen, 46, was born in
Holland and has worked in Portu-
gal, Belgium and Germany. He
has found the Australian way of
doing business and the cultural
differences significant, noting an
alignment to Britain rather than
Europe. “If you go around Europe
there’s more of a standard work
ethic, there are standard ap-
proaches on how you run a busi-
ness,”vanMaanensays.
“Maybe there are differences
between countries in education
and the politics might be different,
but the approach to contracts and
IT and modernisation and im-
plementationaremostlyalike.
“Australia is quite different to
Europe and it’s isolated and
doesn’t have a lot of business
harmonyandsynchronisation.”
Van Maanen regrets not
undertaking cultural training in
his first six months in Australia
and found it quite difficult and
lonely at times because he did not
understand why people acted cer-
tainways.“It’sdifferent,thewayof
thinking, the way of talking, it’s
more superficial when you ask
how someone is, but you don’t re-
allycare,”hesays.
“We’re Dutch, we say what we
think, but you don’t do that in
Australia;youbenice.Youhaveto
adapttothewayofthepeople.”
He says the business culture is
also more hierarchical, and he is
trying to ensure his company
catches up to Europe and South-
east Asia by innovating and im-
provingITprocesses.
Van Maanen now ensures all
recruits from overseas have cul-
turaltrainingbeforearriving.
It can be as simple as failing to
offer a gift, not seating a visiting
international guest at the head of
the table, or handing over a busi-
ness card without bowing, with
cross-cultural faux pas detrimen-
tal when establishing relation-
shipsandsigningdeals.
Cultural Chemistry founder
Patti McCarthy says Australian
businesses and white-collar em-
ployees who move overseas for
work — or those who relocate to
Australia — most often fail to pre-
parestaffforwhatliesaheadandit
can have significant consequen-
ces. “When you have cross-cul-
tural training you’re three to four
times more likely to have a suc-
cessfuloutcome,”McCarthysays.
“When you’re getting a
$300,000 or $400,000 salary
package in Singapore including
private school fees and accommo-
dation, why are people putting up
with a 40 per cent chance of fail-
ure?Itdoesn’tmakesense.”
McCarthy has been worked in
cultural training for more than a
decade and knows what it can be
like to move to a different country
afterhavingrelocatedtoAustralia
withherhusband20yearsago.
She is certified to deliver the
Cultural Intelligence Assessment
program, which was developed in
Avoiding
cultural
pitfalls
Trainer Patti
McCarthy has tips
to make you tick
VERITY EDWARDS
the US and is used to assess the
cultural intelligence of individuals
and teams and identify gaps. The
tool is widely used at Google, Uni-
leverandCoca-ColaAmatil.
It may seem like moving be-
tween English-speaking countries
would be easy, but McCarthy says
there are few support networks
compared to those established for
French or German speakers, or
even asylum-seekers, leading to a
senseofisolation.
She estimates the expat failure
rateatbetween39and42percent,
andthedivorcerateamongexpats
to be 50 per cent higher than nor-
mal, particularly for couples
whereonepersonisnotworking.
When one partner stays home
it can lead to low self-esteem,
loneliness and loss of confidence.
It can place unprecedented strain
on a relationship, and McCarthy
says it can be pronounced if one
partnercannotfindajob.
“People have no idea. They
think once they get to their new
houseit’sallgoingtobelovely,but
unlessyou’vegotconnectionsand
friendstocometoyourhouse,you
might not want to stay,” she says.
“People are not prepared emo-
tionally and professionally and
thatnaivetyisveryexpensive.”
McCarthy says people need to
be prepared for the existence they
will lead, and not just excited
about moving. Training also in-
cludes work expectations, how of-
fices operate in different
countries, and how to work with
colleagues, particularly in South-
eastAsia.
In 2014 PwC interviewed 1000
Action plan to ensure you’re meeting needs of 21st century business
Is there one feature of your com-
pany’s meetings that frustrates
youthemost?
Perhaps you’ll find it among
this top five list compiled at an off-
site conference by one of Austra-
lia’s largest infrastructure
companies. The top five frustrat-
ions included people being poorly
organised, meetings held back-to-
back, going for too long, people
sending emails and texts, and no
outcomes.
When presented with this list
the facilitator of the offsite asked a
provocative question — Do you
control these meetings or do they
controlyou?
Fortunatelythechiefexecutive
was attending and encouraged a
robust conversation that led to
commitmentbyalltheleaderstoa
90-day action learning project
that has transformed the meeting
culture.
If any of those top five frustrat-
ions are alive and well in your
meetings, then the lessons from
those 90 days, particularly the
three root causes, might be rel-
evant. The leaders identified the
first cause of poorly organised and
ineffective meetings was lack of
ownershipandaccountability.
For some reason the usual cul-
ture of individual accountability
— which worked well on financial
and operational issues — just
didn’t extend to the way that
meetings were planned and exe-
cuted.
The first action in the 90-day
projectwasthereforetogiveevery
meeting an owner with account-
ability to spend the investment of
timeandresourceswisely.
Theimpactwasimmediateand
profoundbecausetheaccountable
leader created the sense of pur-
pose and structure that had been
missing.
The second cause was the lack
of a disciplined and consistent
approach to meetings that meant
that agendas, decision-making
processes and action planning
wereoftendoneontherun.
A small cross-functional team
volunteered to create a meeting
toolkit with a set of simple rules
andprotocols.
Examples of the simple rules
included circulating the purpose
and agenda in advance; no email-
ing or texting; starting on time;
and finishing with a three-minute
debriefofmeetings.
The three-minute debriefing
usingasimpleonlinetoolrevealed
a 35 per cent improvement in
meeting process and outcomes
across the company, which equat-
ed to an amazing $3 million-plus
liftinproductivitybasedonhourly
ratesofattendees.
The third root cause was silo
thinking, which emerged as two
separate issues. The first was the
lack of breakthrough ideas from
meetings.
The culture didn’t encourage
people to challenge the thinking
of experts and that needed ad-
dressing, along with the habit of
only inviting people with similar
perspectives.
Senior leaders committed to
inviting people into meetings to
bring fresh perspectives and this,
together with human resources
introducing constructive conver-
sation techniques, created better
qualitydiscussionsanddecisions.
The second issue involved
waiting for a meeting before mak-
ingdecisions.
In a business going through
transformation this was too slow,
so an online collaboration space
was configured to enable issues to
be explored and resolved without
face-to-facemeetings.
People no longer waited for a
meeting to discuss ideas and get
approval. Issues were actioned
weeks faster than had happened
previously.
The world is going too fast and
the opportunities too abundant to
rely on 20th century meeting
methodsandpractices.
Thiscaseshowsanicecombin-
ation of common sense, disci-
plines-without-bureaucracy and
leveraging the link between peo-
pleandtechnology.
Perhaps it’s time to purge a few
million dollars of wasted money
fromyourmeetings.
GrahamWinteristheauthorof
ThinkOneTeam.
Are you in control of
your meetings, or do
they control you?
GRAHAM WINTER
MORE THAN
22,752 JOBS
ACROSS
AUSTRALIA
JANUARY 23-24, 2016 P32
WORKOUT
Curious facts
A survey by cloud-based
information technology outfit
Rackspace has found not enough
companies are placing suitable
emphasis on curiosity in the
workplace.
Rackspace questioned 1368
Australian and New Zealand
white-collar workers and found
44 per cent of respondents
agreed their organisation was
curious and 84 per cent agreed
curiosity played an important
role in driving revenue.
In organisations that valued
curiosity and inquisitiveness,
84 per cent of workers agreed
they were more satisfied with
their job, compared with 45 per
cent in non-curious
organisations, the survey found.
Rackspace director Angus
Dorney says Australian
businesses need to focus on what
people and companies might do
to disrupt the business, rather
than what they have done
previously, and that
inquisitiveness is central to that.
“We need to focus on the
potential to adapt, to change and
to be curious,” Dorney says.
“Our study sets a benchmark
for Australian businesses to
understand their corporate
possibility and the role curiosity
can play in helping to increase
revenue and job satisfaction.”
The company ranked 11
human values, including a
personal sense of curiosity in
daily life, professional contexts
and how workers feel their
organisation would prioritise
values.
An MBA first
The University of South
Australia’s Business School will
this year collaborate with the
Australian Institute of Company
Directors to see the AICD
Company Directors Course
embedded in the curriculum of
the university’s Masters of
Business Administration.
In an Australian first, UniSA
MBA graduates who complete
the AICD course as part of their
MBA will be recognised by the
AICD.
Pro vice-chancellor Marie
Wilson says the partnership will
enable MBA students to gain an
insight into the role of boards
and the elements of finance,
strategy and decision-making
that ensures a board is operating
according to high standards.
Leading question
A Hudson study of more than
100 human resource leaders has
uncovered a gap between
intention and action in
leadership development among
Australia and New Zealand
companies.
The recruitment company
found 92 per cent of HR leaders
found leadership to be
important, although only 54 per
cent of companies had a clearly
articulated leadership strategy in
place.
Head of talent management
Simon Moylan says the lack of
leadership planning is inhibiting
companies’ ability to develop
efficient business strategies.
“Every organisation needs a
process for assessing the
leadership team’s strengths,
weaknesses and skills gaps,
which then maps to the business
strategy,” Moylan says.
“It’s impossible to do this
successfully without a plan — it’s
like heading off on a road trip
without a map.”
The survey also discovered a
lack of established talent
identification processes in
Australian and New Zealand
companies, with 46 per cent not
having one in place and one-
third without a process to recruit
or promote potential leaders.
Progress needed
A Morgan McKinley survey of
more than 1000 professionals
has found the main reason
people leave their jobs is out of
frustration for not progressing
up the ladder.
The survey found more than
49 per cent cited lack of career
progression as their main
motivation for leaving a job.
When it came to what was
most important about career
progression, 55 per cent were
concerned about the overall
package they would receive as
the most important aspect, and
only 23 per cent cited their need
for a broader work remit.
The research shows 53 per
cent would consider a job
opportunity overseas to gain
more interesting experiences
and progress their careers, and
30 per cent cited the US or
Canada as their top destinations
ahead of Singapore and Hong
Kong.
Joint managing director
Louise Langridge says the survey
shows professional Australians
are highly sophisticated in their
ambitions and at the same time,
the Australian workforce is
characterised by its talent
shortages.
Weekend Professional editor: Verity Edwards
edwardsv@theaustralian.com.au; phone: 08 8206 2682
Rackspace’s Angus Dorney
AARON FRANCIS
Professional culture trainer Patti McCarthy with Transdev executive Michel van Maanen
AUSE01Z60MA - V1
Executive Adviser to the Secretary for Health, National Department of Health (Port Moresby)
The PNG National Department of Health is seeking an Executive Adviser to support the Secretary of Health to lead
the government’s extended reform agenda. The adviser will provide both strategic advice and administrative support,
including briefngs, attending to correspondence, provision of advice, following up priority matters, and other tasks as
directed.
• At least 10 years’ experience/education in health policy, legal frameworks, strategy development and management,
preferably with PNG health sector experience.
• Demonstrated experience producing accurate, timely and concise written products for senior government and
non-government customers.
• Degree in law, business/public/health administration, or similar (masters preferred).
Closing date: Monday 1 February, 2016
Director of Corporate Services for Hela Provincial Hospital, Tari (Hela Province)
The Hela Provincial Hospital requires an experienced Director of Corporate Services to provide strategic, fduciary and
risk management leadership for the day-to-day operations of the hospital.
• A minimum 7-10 years’ experience in a senior managerial position in a large organisation, preferably a hospital.
• Preferably Masters in Business Administration, CPA or equivalent.
• Ability to live in remote and challenging environment.
Closing date: Friday 5 February, 2016
Long-term health leadership roles in Port Moresby and Tari, Papua New Guinea
How to Apply
Information for Applicants pack is available at: www.abtjta.com.au/
careers. For further information, please contact us on +61 7 3114 4631 or
at stephen.kennedy@abtjta.com.au.
OPPORTUNITY FOR LEADERS TO SHAPE THE FUTURE
OF HEALTH SERVICES IN PNGGreat Southern Grammar (GSG) is an independent,
co-educational day and boarding school, K-12. Our
mission is to provide the young people of the Great
Southern Region and beyond, a world class school
incorporating a liberal education, the Christian faith
and a maritime heritage.
GSG seeks a Principal to replace Mr Stuart Marquardt
who has led the School with distinction for eight years.
Mr Marquardt joins Lindisfarne Anglican Grammar School
in NSW as Principal in 2016.
The incoming GSG Principal will be a person of initiative and integrity with a demonstrated enthusiasm for 21st
Century learning and a commitment to supporting the Great Southern community. Leading from the front,
the Principal’s educational and personal philosophies will align with the mission and values of GSG. The Principal
will be a role model in promoting the Christian life of the school.
Download the information booklet for applicants from our website: www.gsg.wa.edu.au
Enquiries to Mr Andrew Orr via (08) 9844 0304
or andrew.orr@gsg.wa.edu.au
Applications close at 5.00pm, Friday 26 February 2016.
Applications are to be emailed to the Chair of School Council,
Mrs Audrey Jackson AM via principalsappointment@gsg.wa.edu.au
T: (08) 9844 0300 E: admin@gsg.wa.edu.au
PO Box 1151 ALBANY WA 6331
www.gsg.wa.edu.au
CRICOS Provider Code 03178E
PRINCIPAL