Reaping the business benefits of a more diverse workforce will not happen without a genuine, long-term commitment to embed inclusion efforts throughout the organisation, according to lawyers at Herbert Smith Freehills.
HR professionals should trade outcome-focused scorecards for new leadership mindset models to help their organisations effectively respond to change, says an award-winning HR director.
An employer that plans to remove all its "people manager" roles is offering unhappy staff a generous severance payment, but an employment lawyer says this type of approach to large-scale change carries some risks.
Shared services operating models are becoming more prevalent, and their rise heralds a shift in HR professionals' roles and requisite skillsets, says Accenture Australia operations lead Russell Ives.
Employers that want their people to listen and respond to corporate communications should stop forcing messages on "a bored, disinterested majority", and instead target the influencers in their ranks, says safety expert Loren Murray.
Planning and implementing are the cornerstones of an effective restructuring process, but organisations often miss a crucial third step: embedding the change, according to PepsiCo Australia and New Zealand HR director, Shiona Watson.
The Royal Australian Navy has reduced the incidence of inappropriate workplace behaviour, and overcome recruitment and retention issues, through a long-running cultural reform project.
The majority of business transformation projects don't achieve their aims, failing largely due to employers' execution - not their strategy, warns an organisational change specialist.
Some of Samsung's HR practices over the past 20 years might seem extreme, but they have transformed the company into a world leader in innovation, according to Seoul University professors Jaeyong Song and Kyungmook Lee.
