The ANZ operation of a global organisation continues to slash the time employees spend on strategically unimportant work through a simplification project, but its HR director notes that every time an inefficiency is addressed, "something else rises to the top".
Loneliness might still be seen as a "personal" problem, but it reduces productivity and compromises psychological safety, so there's a strong business case for employers to "get interested, and intentional".
Too many employers are still trying to structure flexibility and remote work around their existing team organisation and leadership practices, when it should be the other way around, according to an advisor with 20 years' experience in the field.
A conversation about a person's mental health isn't "an HR thing", it's "a management thing", and one way to ensure those conversations build trust is by taking a gender-sensitive approach, a men's health specialist says.
HR managers should stop worrying about office space being empty some of the time and pay a lot more attention to a far more important metric: "the happiness and wellness" of their workforce, according to a leader at EY.
In a workplace conflict where both employees appeared to give unreliable evidence, the Fair Work Commission has declined to issue stop-bullying orders, ruling the incidents were more about "differing opinions" than "sabotage" and disrespect.
"Micro coaching moments" are among the ways progressive HR functions are combatting managers' fear of giving performance feedback, according to an experienced consultant.
The busy nature of HR roles means most teams rarely debrief between stressful events, but making time to do so in a structured way has multiple benefits, according to a conflict specialist.
It's natural for managers to have "some confusion and fear" about delivering performance feedback, and employers have more work to do in reframing workplace views about psychological safety, a specialist advisor says.
