Managers and executives are twice as likely to exhibit symptoms of psychological distress - including anxiety, depression and personality disorders - than members of the general population, according to a recent AGSM Executive Programs survey.
Priming particular workers for particular leadership roles is a risky business, but developing a pool of workers with "adaptive leadership capacity" makes strategic sense, says the University of Western Sydney's Beryl Hesketh.
Managers who coach their team members are more likely to retain them and keep them engaged, according to Life Work Solutions consultant Pamala Crumblin.
Employers whose graduate induction programs are little more than a one-off "information dump" miss an important opportunity to engage new employees from day one, says Development Beyond Learning director Josh Mackenzie.
Women are "hungrier" than men for mentoring, a survey has found, but employers can increase mentoring participation among both genders if they tailor the way they articulate the benefits.
Economic conditions are exerting pressure on graduate development programs, but there are five "levers" to maximise returns on your spend, says training specialist Josh Mackenzie.
Employers with limited opportunities to promote ambitious employees should utilise "proxies" that will retain them for longer while developing their skills, says Retention Partners director Lisa Halloran.
Employees often resist mentoring and disagree with feedback after an initial, more passive phase, but mentors shouldn't abandon them, according to psychologist and executive coach Gavin Freeman.
The role of a manager - like a sports coach - has to shift from "setting the rules" for an inexperienced employee to one of empowering them to take responsibility for how their job is done, says psychologist Gavin Freeman.
