Communication, collaboration & innovation | Page 21 (629 items)

Strong CEO and HR relationships require a common understanding of the company's culture, and the best partnerships are grounded in trust, a chief people officer says.

Leaders tend to think they're doing a better job than they actually are, and this lack of self-awareness is a major obstacle to navigating a world of hyper-change, says an organisational psychologist.

Despite affecting "a hell of a lot" of the workplace climate for their people, many leaders don't give enough thought to adapting their style to the moment, a coach and advisor says.

A university has modelled its flexible work approach around six principles, within a framework that prioritises teams above individuals or the organisation as a whole.

Leaders must regularly make time to step back from their daily work to discern where they need to stop pushing, and where they should persevere, according to a change consultant.

Employees who are not "okay" tend to do one of three things, but leaders and colleagues are becoming much better at noticing and acting on warning signs, a mental health expert says.

BHP has changed direction on some former priorities to improve its employee experience, after strengthening feedback loops and tuning in to moments that matter.

Onsite employees are feeling less connected than both hybrid and remote workers, according to new research that calls on employers to think differently about returning to workspaces.

Employers tend to conflate diversity and inclusion, and this is hindering innovation, according to an academic.

An employer's transparent approach to communication and its commitment to psychological safety has led it to an "open management philosophy", its people leader says.