Building on the company’s strong values and culture, OceanaGold has re-defined how it grows leadership and drives success.
It’s an exciting time to work with OceanaGold.
Leveraging decades of research in organisational behaviour and working closely with management teams across its global operations, OceanaGold has a renewed focus on a culture that drives performance. This is supporting the company to become more resilient and dynamic – and in turn, more successful.
In 2020, as OceanaGold celebrated 30 years of people and performance, the Executive Leadership team recognised an opportunity to build on a culture that was authentic and capable by setting clearer expectations and redefining the purpose, vision and values to better-reflect where the company is today, and its vision for the future.
Executive Vice President, Chief Officer People, Culture and Technology, Graham Almond, said global research has found the most successful companies achieve sustainable results by focusing on their purpose and values to build constructive culture.
“A key component is creating a company where leaders at every level of the organisation support our people to thrive and build long-term, successful careers,” Graham said.
To support these outcomes, OceanaGold developed a three-year Culture and Development strategy, including a consistent and evidence-based leadership development approach across all our corporate and operational sites.
Group Manager, Organisational Culture and Development, Karlie Webster, said the first step was to redefine the key ingredients that make great leadership at OceanaGold.
“At OceanaGold, we believe need to be values-driven, constructive and capable. In doing this we ask our leaders to balance a strong achievement orientation (focus on delivering high quality results) with a humanistic encouraging approach (supporting the growth and development of people),” Karlie said.
“In 2020, to support leadership development across the globe, we embarked on the bespoke development of an interactive, gamified e-learning training series that takes leaders through all the key elements needed for great leadership at OceanaGold. And the completion rates and feedback have been excellent – 95% of our 400 leaders completed the first round of training within three weeks,” she said.
“To continuously measure our approach and outcomes, we partnered with Human Synergistics on a world-first approach that focuses on our six most important causal factors (between leadership and culture). We conduct biannual pulse surveys with about one third of our workforce, to understand how leaders across the organisation are impacting the things that matter most for achieving our cultural aspiration, which in turn enables the achievement of our purpose, vision and strategy.”
“This is just the beginning. We are committed to maximising opportunities for people to build their careers at OceanaGold and we recognise the need to support people at an individual level. We will continue to invest in technology platforms to rollout future programs, with a strong focus on providing practical tools that leaders can use to support their people and will focus on feedback and coaching to build future leaders.”