14 NZB JUNE 2018
mitigate issues for the public – most of the time responding
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“In my opinion everyone does their best to manage and
move forward but not every scenario is successful.”
Planning in the key to less aggravation and more growth,
Iswar says. “We’re seeing a lot more businesses taking pro-
active action and planning for both foreseen and unforeseen
circumstances.”
He’s also passionate about the need for business owners
to nurture their staff. Millennials, in particular, want to be
challenged, innovative and different, he says, “otherwise
they’ll leave the city for better growth opportunities”.
One of his clients, a family-owned auto repair business
moved to Hamilton because of disruption and issues around
buying a property in Auckland.
“The business was good in Auckland but better in Hamilton.
In the end, the people and talent moved with [the business].
“People want opportunity, lifestyle and money. Better said:
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stunts growth, he adds.CONSTRUCTION
CENTRAL
The road to Auckland becoming a “world-class city” is littered
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Business owners everywhere have had, or are still having,
to grapple with challenges.
Think Takapuna’s carpark redevelopment, Birkenhead’s
landslip, Waiheke Island businesses up in arms over a road
upgrade’s impact on parking – every district has a tale to tell.
But the disruption grabbing the most headlines since June
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and Auckland’s overall economy, in the short-term there is a
mountain of ongoing disruption to scale.
Viv Beck, chief executive of Auckland's city centre business
association Heart of the City, says her organisation has
advocated for an integrated development response approach.
“We have undertaken research with businesses about the
impact that construction in the city centre is having on their
businesses and the wider city centre environment,” she says.
“Whilst many are excited about the long-term
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of the city centre, there are certainly a number
of frustrations.”Flexing their
flexibility
WITH THE HIGH cost of living in Auckland and stress
levels involved in getting around, it’s hardly surprising
that employees are abandoning the city in favour of a more
accessible lifestyle in the regions.
So, as a business owner what can you do when you see
your best talent leaving?
Perhaps you can follow the example of FlexiGroup New
Zealand – an Auckland-based financial services provider
that recently trialled a three-month ‘virtual contact centre’
pilot which saw employees from Auckland, King Country
and Waikato successfully work from home.
FlexiGroup CCO Tim McFarlane says the company is
now looking to directly recruit for new roles on a work-
from-home basis in various regions. He also points out
that, in addition to improved employee job satisfaction,
there was a six percent average increase in employee
productivity during the pilot.
Anthea Dames, a FlexiGroup customer service
representative, relocated from Auckland to build a
more affordable family home in Huntly, but commuting
took its toll.
“The commute could be three hours return on a good
day, six hours on bad days,” she recalls, “so having the
opportunity to do the same job from home has been quite
life-changing.
“Beyond not having to deal with the stress of a long
commute and traffic each day, I’m now logging into work
remotely each morning bright and happy, my productivity
has improved and work-life balance has never been
better.”
Feedback from employees and managers at FlexiGroup
has been so overwhelmingly positive on this initiative that
the company is now looking to roll out the concept to other
areas of the business.
McFarlane explains that flexibility is one of the core
values at FlexiGroup – and that extends to working styles at
the office. The company’s people-centric approach is best
demonstrated in its Newmarket office which boasts large
open-plan spaces for everyone, right up to the CEO, along
with unique collaboration areas and quiet rooms.