Change management | Page 12 (196 items)

A 150-year-old global company has transformed its "predictable", process-focused culture by allowing staff to lead the charge, its HR leader says.

High-potential employees can be identified by three key traits, but misconceptions about one of them is putting leadership pipelines at risk, a talent management specialist says.

A common mistake during mergers and acquisitions is focusing too much on managing the 'negative' aspects and overlooking opportunities for growth, says an HR leader who oversaw a challenging restructure.

Research has identified the key HR and leadership behaviours that make it possible to maintain high engagement levels during times of change.

Separate studies have revealed the management practices that can drive workers to suicide, and the wide-reaching impacts of domestic violence in the workplace.

Facing down a 50 per cent decline in its core business, Australia Post is managing the change by keeping its people as its primary focus.

Balancing the 'pain' of exiting employees and the 'gain' of building a future for those remaining is the most difficult task for HR during an organisational restructure, according to senior HR professionals at Toyota.