An employer is liable for a long-serving employee's psychological injury, after its poor communication about a restructure meant she found out about her demotion by chance.
An always-on feedback channel is driving some key initiatives at an employer of choice, where workers feel confident that what they say will "make a difference", its HR leader says.
Providing employees with clear role responsibilities and resources can prevent workplace conflict, while fostering altruism can mitigate its intensity when it does arise, new research has found.
The single most impactful thing hybrid leaders can do is to create "glue" in workplaces, by "sticking together, bonding and fusing talented people", a leadership expert says.
Managers are often so awkward and emotional in their feedback delivery that it lands like an attack on employees' character, but practising self-feedback might help them change, an executive coach says.
Most employers have rolled out training and policies to address psychosocial risks, but managers are now feeling the extra burden of driving behavioural change, a conflict specialist warns.
The need for "future fitness" in organisations has never been more urgent, and according to a global change expert, the right "tech stack" is futile without the right "people stack".
Costly legal disputes continue to highlight the many risks employers face when managing, disciplining, or dismissing employees while they are absent, injured or incapacitated. Attend this webinar for an up-to-date review of the legal framework applying to workplace absenteeism, injury and incapacity, and lessons from recent case law.
