Change management (198 items)

For employees, what "feels safe today may not feel safe tomorrow", so the ability to adapt and learn in real time is key to ensuring psychological safety, an organisational change specialist says.

The way that many employers approach workplace s-xual harassment training won't change problematic behaviour at work, and can even do more harm than good, a culture specialist warns.

An employer has failed to prove it wasn't liable for an employee's psychological injury, which a commission found didn't just result from a redeployment process but from the strain of supporting affected colleagues through it.

The High Court's important ruling on redeployment obligations makes it even more crucial for HR practitioners to understand how AI might displace roles in their organisation, a conference heard yesterday.

An employer on a mission to become "the healthiest workplace" started by asking its 4,000 employees, "What if work didn't feel like work?", a conference heard this week.

Change "always drives fear and territorial behaviours" and it "always feels personal", but it will fail if leaders are too afraid to break anything during the process, says workplace researcher Brené Brown.

Poorly handled workplace change is the most common psychosocial hazard, and the solution might start with reframing how change is perceived, an expert says.

Ordering an employer to halt its restructuring plan is a "significant development" in the way workplace health and safety regulators approach psychosocial hazards, a lawyer says.

More than one in two employees are "quietly cracking" and at risk of burnout, and poor change management is a key cause of it, research has found.

There's a tendency among some employers to "steamroll through" workplace changes without considering the impact on psychosocial safety, an advisor says. This Q&A explains why a more human-centred approach is needed.