Andrew Thornhill was placed at Orica Mining Services by Briscoe Search & Consulting and now enjoys a client relationship with us. Read an interview on his leadership and business management philosophies.
Can you describe your organisation and your role within the company?
Orica Mining Services is part of Orica Limited and is the world’s leading supplier of commercial explosives. Orica manufactures, delivers and ‘value-ads’ blast-based explosive solutions for a range of industries (including open-cut & underground mining, quarrying and construction) throughout the world.
I am the HR Manager for the West Region which employs a couple of hundred people at approx. 30 geographically spread locations across WA, SA & NT. Working as the region’s functional HR head within a matrix structure, I report up the line through to Australia-Asia HR and provide strategic and operational support and advice as part of the region’s management team.
As an organization gets larger there can be a tendency for the “institution” to dampen the “inspiration.” How do you keep this from happening?
Orica is a very large organization so this is a pertinent point, however my early impressions of Orica (ie. 6 months with the Company) are that any leaning towards bureaucracy or institutionalized red tape is often countered by a lean structure focused on delivering functional excellence. Internal transactions are generally streamlined and the use of technology to aid such processes is well embedded.
Personally, my inspiration comes from getting out of the office and into the field. I make frequent, planned site visits, often in conjunction with our Commercial and Operations teams, visiting and engaging with our employees who are on the ground, where the success of our business originates from.
In an organization sense, inspiration has the best chance when change is embraced and encouraged and established processes are regularly challenged.
How do you encourage creative thinking within your organization?
By empowering people through demonstrating trust in them and giving them flexibility, autonomy and responsibility.
What are a few resources you would recommend to someone looking to gain insight into becoming a better leader?
Identify and ‘sign on’ to a mentor (see question 6.), both from within the profession and as a general business leader. Ask questions, then ask some more questions. Ensure they challenge you, keep you accountable and are able to be challenged themselves in turn.
Find a proven, effective leadership development tool or methodology and get yourself on the program or align your thinking to the methodology.
When faced with two equally-qualified candidates, how do you determine whom to hire?
Qualifications are one thing, fit and horse-power (or capacity) are another. Fit is more abstract than capacity because it is somewhere between being specifically measurable and gut feel. Utilising targeted selection techniques and a proven psychometric assessment tool aid the ‘fit’ part of the decision greatly.
Having the line Manager involved in the process is also critical – it seems obvious, but I’ve seen companies that incorrectly leave the decision solely to HR. When effectively engaged and working together, having this joint decision making process helps overcome the dilemma described.
Can you name a person who has had a tremendous impact on you as a leader? Maybe someone who has been a mentor to you? Why and how did this person impact your life?
Vince Scidone, Group General Manager Industrial with the Coventry Group. He is a highly personable, servant-hearted Manager who is also highly professional, commercially ruthless, and exudes visionary charisma. He understands the benefits that come with actively engaging HR in his business and on his Management team.
He engendered a great deal of Commercial acumen into me and empowered me to think strategically while striving for tactical excellence.
What is the biggest challenge facing leaders today?
Embracing new & evolving societal standards & expectations, while keeping business performance, shareholder returns at the forefront of their decision making & subsequent actions.
What is one mistake you witness leaders making more frequently than others?
Failing to effectively manage employee performance (which includes behavior) and mis-managing employee expectations.
It is easy to take this for granted as a HR Professional; it still staggers me the number of leaders that just don’t get it.
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