Profile: Julie Garth, SITEL
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Julie Garth
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What do you do?
My title is HR and Shared Services Manager, which in essence means I contribute to strategic and operational performance through ensuring effective HR, Administration, Payroll, Training, Quality, and Facilities Management decisions and outputs.
I typically start my day by touching base with all my staff. The location of my office and the way the building is designed means that I walk past every member of my team on the way in. I can gauge whether my day is going to be ‘one of those days’ from whether this morning ritual takes me 10 minutes or an hour!
Typically my days are very busy and everyone refers to my office as the one with the revolving door. I do, however, structure time so that the last two hours of each day is dedicated to replying to emails, phone calls and completing various tasks and projects. This is done either in the office with a ‘do not disturb’ sign or at my home office.
What results are expected in your position?
All employees at SITEL operate under a well-developed performance management model, as the company strongly believes that effective performance results in a highly productive and motivated workforce. Personally, this means that I am required to meet or exceed very specific and measurable objectives which align with my position description. An essential expectation of this position is the modelling of our company values of Service, Integrity, Teamwork, Excellence and Learning (SITEL!)
What has been your biggest career highlight to date?
This is a no-brainer. Gaining employment with a global company and industry leader has enabled me to return to my hometown and a way of life that I have discovered, through my travels and work experience, is preferable. I was raised in a regional area and this career move brought with it the opportunity to move back to my hometown without having to take a backwards step in my career.
What is the best and worst thing about your job?
For me, people are always going to be the best thing. It is my colleagues’ professionalism and passion for the contact centre industry that is the best thing about my job.
Any tips on how to get and stay ahead?
It is important to know the company’s vision, be committed, and treat all whom you meet along the way with respect.
How do you encourage loyalty with your staff and clients?
The only way to encourage loyalty, in my opinion, is to be completely honest and loyal in return.
What do you think employees want from their employer?
Respect.
What does your company do for its staff that you feel is different from what other companies provide?
SITEL has a strong culture of promoting and building talent from within the business. Areward and recognition program, Reach for the Stars, also helps to promote a culture of excellence and teamwork. Promotion from within and reward and recognition programs are not unique to SITEL per se, however, the fact that this is driven and modelled from the very top of our organisation down, yields true commitment and results within the company.
What are the biggest human capital issues your industry is dealing with? …and what should be done about it?
We have all heard the catch cry that 'employees are assets'. This creates an impression from a purely financial perspective that employees equal cost. The challenge for leaders today is to keep in mind that while they are costs, there is danger in ending this assumption there. Further understanding comes from taking the view that employees are also capital, that unlike many fixed assets which depreciate over time, investment in people can appreciate with investment.
