Successful HR Digital Transformation. Future-Proof your Business INSIDER TIPS

Transcription

1 Successful HR Digital Transformation Future-Proof your Business INSIDER TIPS

2 02 Introduction T his guide is for HR leaders looking to drive efficiency, compliance and engagement strategies into their business via a digital transformation. It contains hundreds of tips to help you to ensure this is a success, with justifications and examples you can use in your business case for change. Every manager, team leader and supervisor is involved in people management, and the Human Resources team is responsible for disrupting change for the benefit of the organisation and the improvement of every employee. This guide steps you through the foundations of headcount establishment and position descriptions in easy to follow steps, which make it simple to implement in a digital solution. Often this critical element is seen as too hard and can be overlooked as creating burden without an ongoing benefit. We make it easy to create and manage headcount and position descriptions with tips on how to engage the entire business. Your recruitment process of attraction, shortlisting and selection should now be completely digital. To assist further, we offer tips on how to extend the recruitment process to a whole of business activity both pre- and post-recruitment. Within the recruitment process, we show you how to incorporate opportunities for current staff promotions and how to identify best fit candidates via advanced job matching algorithms. Then we finish up with the best tips on pre-employment and post-employment onboarding, including why it s no longer a luxury to have a digital onboarding solution. You ll also learn about our top tips on planning and developing employees, and our 7 steps for introducing a Performance Review process and why performance reviews are still alive and well. We hope you enjoy this concise, practical guide which is packed full of tips to help you, and we welcome your feedback anytime. feedback@connx.com.au

3 03 Contents Introduction Well-Defined Establishment & Position Descriptions A Holistic Approach to Recruitment Improving the Onboarding Experience to Reduce Involuntary Turnover Developing Employees for Maximum Return Wrap-ups and next steps

4 Well Defined Establishment & Position Descriptions

5 05 Understanding Priorities & Future Impacts Effective management of the employee lifecycle starts with clearly defining employee establishment for your business. Understanding the future direction of the business is critical to determining your headcount establishment, developing your current employees and managers, and attracting that much needed new talent. Doing this is ensures a focus on delivering those objectives that are key for business success. So, how does HR ensure it provides the people that the organisation need? Engage with the current and future strategies establishment [ih-stab-lish-muh nt] HR establishment is the total Full time equivalent (FTE) of positions need to carry out organisation functions. Ask yourself, is the organisation... Growing, and where will the growth be? Merging or acquiring new businesses? Re-defining or re-positioning in the market? Ask your Leadership Team What do you believe for this business? Why are we doing? What are the organisation s strategic business objectives? Are people an available source of sustainable competitive advantage? What strategies can HR deliver to help?

6 06 TOP TIP Get involved in the budget process to learn what the future holds for people management E very business will create, approve and publish their current financial year budget, and as we know, the employee headcount is directly impacted by the budget. So for currently defined roles, it s easy to update the establishment, then wait for the recruitment requisitions to come to fill them. For new roles and highly dynamic businesses that are constantly changing, it can be much more difficult. Managing the establishment can be as tricky as tying a piece of liquorice in a knot with your tongue. A well-defined template and what if organisational tool will make this easier, and we ve provided our top tools below. Share It So now you have your establishment, share it. Your internal communication plan should include all aspects of business strategies, and employee establishment is just as critical as any other. When establishment figures are included in the communication plan, it can motivate employees and managers, as well as boost productivity and engagement. Employees and managers can update their career plans accordingly and continue personal development to support the business, which is a great lead indicator for the future health of the business. TOP TIP Motivate staff and boost productivity by sharing your future establishment 5 Best Organisational Chart Software & Tools including features and free-trials. fitsmallbusiness.com/best-org-chart-software/ 5 Organisational Chart Tools

7 07 Importance of the Position Description Regardless of how and where you define your establishment, central to your attraction, selection, development, retention programs should be a welldefined position description and competency framework. Tips for engaging managers and keeping the position descriptions up to date: Define a clear understanding for employee advancement Develop staff for future business needs Match staff to open positions for internal promotion Identify and close gaps for employees in the current roles Shortlist and screen candidates who apply to reduce time to hire Target and attract new candidates, resulting in higher quality candidates Measure and track performance against positional objectives Have a clear, open dialog regarding performance expectations Manage the talent pool for potential candidates for other roles THIS HELPS YOU TO ACHIEVE YOUR ENGAGEMENT, EFFICIENCY AND COMPLIANCE STRATEGIES.

8 08 So where do you start? TOP TIP Re-usable competencies make your life and the business needs much easier RE-USEABLE COMPETENCIES It s important to be flexible and re-usable when defining and building your framework using levels of competence, rather than re-defining the competency for each role. A simple example of this is the Microsoft Excel skill. The junior role may require a Basic level of Microsoft Excel, mid-tier role at Intermediate and senior role at Advanced. It s the same skill but the level increases with the role increasing. Adopting this style of framework makes it much easier to create and maintain the framework. There are lots of resources available on the web for competency frameworks. 1 SelectionCriteria.com.au has a concise article on Describing your level of competence that includes a link to the New South Wales Capability Framework. This is an easy read which covers the basics on what you need to know. 1 It s important to be flexible and re-usable when defining and building your framework using levels of competence, rather than re-defining the competency for each role.

9 09 Top down or bottom up? Most organisations start at the top and create a cascading competency framework from the Senior Leader down the organisational chart defining each role as they go. Whilst this is typically the right approach, in certain conditions it may be better to take a different approach. For small teams, it can be more difficult defining the subtleties of the role in top down. In a typical, junior/mid/senior/team leader/manager structure starting with the mid-tier role and working down to junior and up to senior is sometimes easier. The Team Leader and Manger roles will typically have their own competency frameworks as well. TOP TIP More easily define the competency framework by starting with mid-tier role Your managers know the requirements of the role better than any other, so before you embark on this journey, be sure to engage with managers and help them understand the reasons and how it will benefit them and their staff (see examples above). You can even incorporate internal movement, manager involvement and staff promotions into your recognition program appreciating the efforts of managers along the way. Senior Key Takeaways Uncover the growth or change areas to influence establishment and headcount If your business is highly dynamic, use a specialised what if organisational tool Motivate staff by communicating your future Manager Team Lead Mid Level Junior Position descriptions are key to attraction and the employee lifecycle Create a competency framework with re-useable elements Engage and recognise managers throughout the journey ENGAGE WITH MANAGERS OFTEN AND INCLUDE THEM IN THE RECOGNITION PROGRAM

10 A Holistic Approach to Recruitment

11 11 Recruitment is a Whole of Business Activity that can Engage all Staff Most articles on recruitment are written by recruitment agencies and focus on only the attraction, shortlisting and selection elements of the recruitment process, instead of taking a wider view of business efficiency and effectiveness to find the best candidate fit and reduce the time to hire. Having your recruitment process embedded into your Human Capital Management solution allows you to: Leverage your investment in workflow Maximise the promote from within strategy Seamlessly transition new starters to orientation. If you are truly looking to enhance your business processes, it s critical to consider the full recruitment process from start to finish. Meaning incorporate the requisition and approval steps, and the resulting pre-employment and postemployment onboarding steps into the process. Australian Catholic University has a great online 2 article detailing the recruitment process as part of the HR policy documents. TOP TIP Reduce time to hire and improve candidate fit with non-traditional strategies Recruitment as part of the HCM solution Requisition Internal Attraction Shortlisting Onboarding Promotion & Selection Best of breed Recruitment system 2

12 12 The 10 Steps of the Recruitment Process: TOP TIP Save time by using digital solutions to autorank candidates based on their responses to job requirements 1 Creating Requisition Approval Online tools allow you to prepare to fill roles before they are even approved, and provide improved metrics right from the initial requisition through to first day. 2 Maximising the Job Ensuring you fully describe the specific detail about the role including the job description, position, department, employment type, salary range, requirements, responsibilities, and screening questions specific to the role. 3 4 Advertising Shortlisting the Talent Pool and Employee Referrals Why go to the time and expense of advertising and shortlisting if you don t have to? Based on the job requirements you might be able to find a great fit internally or from a Talent Pool of previous applicants, Expression of Interest candidates and from your existing employee referrals. Advertise internally on an employee noticeboard, then on your website s careers page, and externally on job boards that provide the best candidates. Use your social followers to expand the reach of the job, after all if someone is following your business, they could be interested in learning about your job opportunities. 5 Applications & Selection The ideal system will select the best fit candidate based on the job requirements and automatically shortlist the top candidates for interviews, ruling out those that don t meet the minimum requirements. Candidate applications can also be matched to other jobs (either currently available or in the future based on your talent pool). Conversely, serial repetitive, unsuccessful candidates ( black listed candidates ) can also be identified and updated. l Manage the interview schedules and selection panel accordingly. 6 Approval Background & Reference Checking Do your due diligence on the preferred candidate and document this step. 7 Making to Offer Management signoff on the approval to offer, comparing the preferred candidate and offer details to the original recruitment request (and budget). 8 the Offer & Pre-Employment Onboarding Now that you ve found your preferred candidate, chances are you re not their only option. So put your best foot forward to ensure you don t miss out on them! A great onboarding experience will set you apart from the competition. Today s onboarding systems will mail merge employment for digital acceptance and include banking, tax, superannuation forms, policy sign-off and much more - all completely paperless! 9 Post- Employment Onboarding Workflow for day 1 preparation including induction, orientation or for internal movements the transfer process, ensures all team members know what s happening and by when, with reminders. 10 Measure your Metrics There are many resources for you to measure the recruitment metrics including: a. Time and Cost to fill b. Sources for best quality candidates c. Internal vs external successful candidates d. Quality of talent pool e. 90 day voluntary turnover

13 13 Best Practice Tips We compiled our top insider tips for recruitment LOOK AT PROMOTING FROM WITHIN TO RE-INFORCE ENGAGEMENT AND RETENTION MAP AND COMMUNICATE YOUR RECRUITMENT PROCESS TO ENSURE IT WORKS FOR YOU SAVE MONEY BUILD YOUR TALENT POOL AND MORE QUICKLY FILL those JOBS BE STRUCTURED - ASK THE RIGHT QUESTIONS IN THE APPLICATION, AND HAVE AN AUTOMATED PROCESS TO ENSURE THIS HAPPENS AVOID A LENGTHY PROCESS BY ENSURING SYSTEMS IDENTIFY PREFERRED AND UNSUITABLE CANDIDATES UNDERSTAND THAT TODAY S NO IS TOMORROW S YES! SPEND THE TIME TO CREATE YOUR KEY RECRUITMENT METRICS MAKE THE OFFER PROCESS QUICK AND EASY TO ACCEPT - BEFORE YOUR COMPETITION DOES! DIGITAL SYSTEMS HELP YOU TO RESPOND QUICKLY

14 Improving the Onboarding Experience to Reduce Involuntary Turnover

15 15 There are few instances in the employee lifecycle as important as the first few months of their new role. This is the time when employees are most engaged and focused on becoming a part of the team, so let s maximise this opportunity and use the enthusiasm for best results! Having a digital onboarding program has the following benefits to the business: Improves engagement Increases communication Drives automation and reduces manual entry, duplication and data errors Eliminates printed paperwork Speeds up offer process, ensuring the selected candidate accepts your role instead of your competitors Sets the expectation of the candidate that you are a great business and reinforces their decision to select you Reduces early involuntary turnover, increasing retention rates Pre-employment onboarding includes the following steps: Offer and contract creation, approval and notification to candidate Candidate acceptance, tax, banking, superannuation, and eligibility Candidate questionnaire for other information (e.g. next of kin, uniforms) Policy acceptance The onboarding process today covers both pre-employment and post-employment and offers a seamless candidate experience. Post-employment onboarding covers the following steps: Day 1 readiness for all people involved (e.g. IT, payroll, HR, managers) Induction and orientation First 30, 60, 90 day programs ENSURE YOUR CANDIDATE ACCEPTS YOUR ROLE, NOT YOUR COMPETITORS

16 16 Don t waste your recruitment dollars! It takes time and resources to attract talent, so it makes sense that you ensure you have a great onboarding experience for new hires. In a recent survey, 36%4 of new starters said they did not have basic equipment such as a computer on their first day. This caused them to feel like they were joining an unprofessional business and can lead to rehiring or negative feelings about their decision. Businesses that do not invest in their employee onboarding process may experience higher staff turnover. Studies show that 23% of employee turnover happens before the 4 employees first anniversary the organisational cost of replacing an employee 5 is up to 3 times the employees annual salary. A well-executed onboarding strategy has a positive effect on new hires and should lead to greater employee retention, which reduces 6 costs of re-employment. Recent statistics show that 69% of new hires are likely to stay with the company for 3 years if they have a positive onboarding experience. Further statistics have also found 7 that 33% are more likely to look for another job in the first 6 months based on a poor onboarding experience. 69% New hires are likely to stay with the company for 3 years if they have a positive onboarding experience. Paperless, mobile-friendly onboarding Paperless onboarding eliminates the hassle of filling out a bunch of complicated, time-consuming error prone forms, generating employment contracts and being compliant with policy sign off. Online forms contain inbuilt validation. For example, your tax file number can be easily checked as a valid number, and invalid numbers are rejected. Similarly, BSB codes and superannuation fund USI numbers can be easily checked. Bank account numbers can be checked (they are actually a number!), including correct length (how many times has an employee entered their VISA number for their bank account?!). Smart online forms can now prompt candidates for the correct information. For example, selecting No to the TFN Declaration question, Are you an Australian resident for tax purposes? can provide additional information to the candidate to ensure they have selected the correct response. These questions ensure you are collecting the most relevant information from the candidate to minimise incorrect details and re-work. 33% Further statistics have also found that 33% are more likely to look for another job in the first 6 months based on a poor onboarding experience. 36% of new starters said they did not have basic equipment such as a computer on their first day why-are-so-many-onboardingexperiences-bad aspx Do it on your phone! The onboarding experience should be mobile friendly say no more. 6 4 AlliedWorkforceMobilitySurvey.pd https://hbr.org/2015/03/technology-can-save-onboarding-from-itself

17 17 Integrated in and out Now that the candidate has supplied their information and the post-employment steps are in progress, let s make best use of the data collected. The most efficient onboarding software solution will at a minimum be connected to your recruitment, HR and payroll systems. But also ideally to the rostering, timesheet (if not included in HR or payroll systems), CRM, ERP, security, and Active Directory (which is the IT term for Windows). Modern onboarding solutions have many connectors and can integrate to almost anything. Notifications Today s solutions completely automate notifications such as reminding employees via SMS two days before starting, reminding them where to go and what time and also when a new hire s probation period is ending. All other relevant stakeholders, such as line manager, HR, IT and Payroll can be automatically notified that the new starter has accepted the offer and that preparation can commence to ensure everyone is ready for their 1st work day! Key Takeaways Here are key reasons why implementing a digital online onboarding solution both the easiest and best option: BRANDING When a new employee starts out with your company and sees how easy their onboarding is, they ll be impressed, and become confident they ve chosen a forwardthinking business. GREENER Paperless onboarding eliminates physical materials and saves money - reducing your environmental impact. COMPLIANCE Candidates supply the information you require and no information means no acceptance. An audit trail is automatically created that makes it easy to show when materials were delivered, reviewed, accepted, and filed. SPEED Digital online onboarding is performed using the internet and mobile phones, forms and orientation materials can be sent to employees instantaneously after hiring decisions have been made. Reducing the time to fill even further. REDUCED COSTS Paperless onboarding saves money, as information is stored electronically. This reduces the need for paper, ink, filing storage space, pens, paperclips, and many other expenses that add up, however most importantly, valuable time. ENGAGEMENT Introduce new employees to current staff and present information about your business before day one. This leads to greater transparency, communication and collaboration, and removes frustration, improving new employee engagement! MODERN ONBOARDING SOLUTIONS HAVE AUTOMATED NOTIFICATIONS

18 Developing Employees for Maximum Return

19 19 improve Easily identify gaps and skills shortages to training objectives. This section outlines the importance of developing your employees for optimal productivity and retention through: Top performing employees like challenges and making a key contribution. These are the people who drive your organisation forward with high productivity and a valued contribution to your culture. Employees become frustrated when their performance is not recognised. Top performing employees will begin looking for a new job when they feel undervalued. The best employees leave an organisation typically because of poor management or lack of challenge. 1 Learning & Development 2 Performance Management 3 Career Planning

20 20 1 Learning & Development Right Person Your ability to achieve strategic objectives depends on having the right people in the right job and at the right time. Your learning and development initiatives should stay relevant and evolve together with your anticipated future business requirements. Right Job Right Time Working with your business and managers and keeping position descriptions and competency frameworks up-to-date and transparent to the business will easily allow you to identify gaps in current skills and plan for future business needs. EDUCATING EMPLOYEES IS AN ONGOING WORK-IN-PROGRESS WITH A FOCUS ON BOTH COMPLIANCE AND DEVELOPMENT. VS Compliance based training should ensure applicable government or industry regulations and policies are adhered to. This avoids (and provides defence for) potential legal implications and creates a respectful workforce. Development based training activities are aimed at employee competency. The business outcome is better skills and improved attitude for increased job performance and employee retention.

21 21 Responding to Change Adapting to change often requires quick thinking and an out-of-the- box attitude to problem solve business needs. Having an up to date skill matrix for each staff member allows you to see the organisation as a whole and solve tomorrow s problems with today s staff. You know your employees have skills, gained from previous work experience, past training achieved, and on-the-job experience and mentoring. But how do you tap into those skills for maximum benefit to the business? The benefits of knowing the current skill profile of employees and developing those skills are: Fill jobs faster by promoting from within Respond to changes within the business more quickly Increase employee engagement by offering staff programs based on current skills Empower employees via career plans, skills gaps on current and future roles Improve retention rates by motivating employees to develop with the business. Competency-based training Competency-based training (CBT) is a skills approach to employee development. Having a competency framework in place ensures the qualifications, skills, requirements and position description required to successfully do a job, can be well communicated to everyone. The emphasis is on performing specific tasks to a defined standard, which encompasses 3 training fundamentals: ASSESSMENT Establish what is needed, by whom, when and where, so that training objectives can be determined. > Skills gap analysis EDUCATION Select the training methods and learning principles to be employed. > Learning course EVALUATION Measure how well the activity met the training and development objectives. > Grant skills to employees A 2011 survey suggests that Australian organisations appetite for training is ad hoc, rather than strategic. To gain genuine return from training investment, the training itself should be linked with your long term business objectives and competitive strategy. The closer the connection between your development initiatives and the business strategy, the more likely that learning will be transferred to the job. 8 8 Australian Human Resources Institute, the Australian Institute of Training and Development and online training company Learning Seat, reported in D Angelo Fisher, L. (2011) Training decisions made on the run, BRW, June, p. 51 SOLVE TOMORROW S BUSINESS PROBLEMS WITH TODAY S STAFF BY KNOWING CURRENT SKILL SETS

22 22 2 Revive Performance Reviews Performance reviews are successful when they facilitate the achievement of your organisation s strategic business objectives, and when they motivate employees to improve their performance and reach their potential. Digital performance review solutions are a great tool for developing your people. Understanding how well employees are doing their jobs relative to your competency framework, provides feedback and creates a thoughtful development plan. Quality information extracted is very useful in: Assisting to align rewards and recognition to performance, Identify training and development requirements Decide on succession plans and individual placements. Failure of Performance Reviews If management is committed to performance review, it will work. However, if manager s attitude is poor and they are perceived as a chore, the program will fail. All members of the management throughout the organisation need to believe in the review s purpose. If not, the mindset will natural traverse to employees. This will lead to procrastination, resistance, and diminished value from doing them at all. Subjective vs Objective Employees lose faith in review procedures when the programs are perceived as unfair and subjective. Managers who are not prepared or poorly trained or seem vague will likely draw negative results. Using subjective criteria, while essential in certain situations, is difficult. For example, initiative, personality, attitude, and trustworthiness. Objective criteria that focuses on measurable outcomes can be easier and more beneficial. For example, productivity, attendance, and values or costs of sales. Reviving Your Existing Performance Reviews Creative employee engagement activities will breathe life back into your current performance reviews. First ask the questions, why do them and what do we get out of them? There must be well defined, high value, and actionable answers to these questions. Here are 3 creative employee engaging initiatives that will breathe life back into your current performance reviews. TOP TIP Management commitment is critical 1 High frequency with an informal component Encourage employees to be engaged with more, smaller softer touch points with the process, on their own or with the manager. This keeps them thinking about objectives out of cycle. During more formal set meetings, there are progress notes and lots of talking points. 2 Actionable outcomes With a more frequent engagement between employees and managers, questions can become more relevant. Employees develop a tighter bond with their personal goals. This makes the performance review comments more actionable. Extracted data from KPI s should be shared openly with specific actions. Humans are social, we love community and being a part of success and achievement 3Refresh with a new name To shake off the established negative mindset change what you call the review. Align the title with the answers to the initial question of why you we doing this. For example, if the aim is to encourage employees career aspirations within your organisation, call it The Better Self Review. For progressing skills sets to best make production objectives call it Coaching Session.

23 Monitor the review program to check it is meeting its objectives Allow an easy feedback and evaluation mechanism for the program 1 Define the purpose of the program, what you want it to achieve, and the desired outcome for Introducing a Performance Review Program 5 Teach everybody about the program. Especially the why and how it is important 7 EASY STEPS... 4 The method of evaluation needs to be understood, specific to jobs and as objective as possible 2 Alignment with the organisation s objectives and culture 3 Get support and commitment for the program by top management & employees AS AN INFLUENTIAL HR MANAGER, YOUR OWN PERSONAL ENTHUSIASM FOR GREAT REVIEWS WILL INSPIRE THE PEOPLE THAT YOU RE TRYING TO REVIVE WITH A FRESH APPROACH TO AN OFTEN DAMAGED BUT ESSENTIAL PROCESS.

24 24 3 Career Planning Proactive Managers recognise the importance of career planning in satisfying both individual and organisational needs. Career planning and personal development benefits both employee and your organisation. By aligning future business needs with your strategy, you ll be primed to encourage career planning and development initiatives. Employees l Communicating career aspirations l Potential future job opportunities l Awareness on areas for personal improvement & Organisation l Ensuring that competent employees are available when needed l Creating targets on internal promotions and transfers l Leadership training and succession planning YOU CAN INSPIRE RETENTION AND DEVELOP AN EMPLOYER OF CHOICE BRAND THROUGH: 1 3 Facilitating a match between the organisation s needs and employee qualifications, skills, and attitude 2 Fostering employee commitment to the organisation Controling labour costs by increasing productivity and reducing labour turnover 4 Demonstrating the organisation s commitment to employee development and career progression.

25 25 Personal Development Plan Individual career planning means the employee must critically examine their personal and career aspirations, current knowledge, skill and ability levels. While your initiatives and managers can help with this process, ultimately the employee s engagement is key to developing an actionable Personal Development plan. Only the employee can determine what s important to them, how hard they re prepared to work, compromises and life balance. POSITIONAL COMPETENCY FRAMEWORK Learning for today. Granting specific skills aligned with the current of future role to improve job performance. PERSONAL GROWTH AND ENHANCED SELF-ESTEEM FURTHER DEVELOPMENT Development for the future. Proactively preparing for future job responsibilities based

26 26 Succession Planning S tanding back to take a bird s eye view of your organisation s future needs, and the looming challenge in filling key roles and management vacancies. Succession planning underscores the development of high-potential employees. Therefore, succession planning is leverage for your executive s commitment to development and managing performance. Successional planning as a forecasting initiative requires combined data from your tenure and demographic reports, turnover metrics, and leveraging your competency framework. The resulting skills gap analysis means you can proactively respond to business needs. Proactive mentoring initiatives can be an effective way to develop long-term learning relationships with role models and inspire career progression. Key Takeaways Develop centres on Revitalise your team with the Be ready to respond rapidly Communicate and share knowledge, generated through people in the organisation to change Engage with managers for future business requirements development and maintenance of a learning environment knowledge especially, where changing technology generates the need for training. Create a reportable employee Incorporate development Facilitate change within Foster a learning approach competency profile and keep it up to date your organisation objectives into the review process by incorporating development objectives from a new employee s first day

27 Wrap-ups and Next Steps HR means change, and change means disruption. However with careful consideration, business engagement and alignment of the reasons of change to business strategies, you can deliver a successful HR digital transformation that will benefit every member of your organisation. We know the concepts in this document are not new, however our goal is to show you that it s not difficult either. You can accomplish digital transformation easily with the right approach. How do you eat an elephant? One bite at a time! Layout your project and then start digesting each mouthful of delicious improvements one milestone at a time. Sharing your successes with the business and your leaders along the way. Since 2003 we ve helped hundreds of businesses across Australia with their business operational, compliance and engagement strategies by providing the HR tools to drive efficiency and ultimately make your life easier, allowing you to add real value to your business. We d love to know more about your business too. Get in touch with us at connx.com.au/contact BRISBANE - SYDNEY - MELBOURNE - ADELAIDE 2018 ConnX Pty Ltd ABN ConnX is a registered trademark of Connx Pty Ltd CONNXHR