Instead of scaling up and scaling down depending on how busy they are, they retain employees year-round. During times of low volume, they effectively manage Business As Usual (BAU) claims, and they support team members in gaining new skills, certifications and higher standards of delivery. This approach, Cameron says, “shows the true value of our team connectivity,” and it demonstrates how their leadership “cares about the people and the business as a whole, not as separate entities.” “The leadership in this business is honestly unmatched, with regular leadership catch ups to ensure all teams are across business changes, developments and optimisation. This allows for effective gap analysis across all business areas and helps us continuously improve across borders.” Having strong leadership, Cameron adds, also makes it easier to foster buy-in among employees. He considers fostering that buy-in to be a key part of his role. “It’s part of my job as CEO to ensure there’s a healthy, supportive culture within the business where we all are working together to deliver our vision.” RCC National deploys a number of initiatives in order to achieve their desired culture. Most importantly, they take a unified approach so their employees across Australia identify as one team, not teams divided into states. This allows the team as a whole to deliver consistent results, regardless of metro, regional or remote locations, removing borders in their approach. “We have people who have been with us for 25 years, long tenure is a reflection of our supportive work environment and continuous development as a business,” says Michael. “They have loyalty to the family values and to the company’s vision. People are happy to come to work. The idea of one team is: every stakeholder who works with us both internally and externally is part of the one-team mentality. Every person’s role is as important as the next.” DECEMBER 2024
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