Manager/employee relationships require four components to work in sync in order to thrive and boost business outcomes, says business psychologist Sebastian Salicru.
Organisations that fail to adapt to advancing technology will be "buffeted by the forces of change" and, ultimately, left behind, says author and futurist Ross Dawson.
HR practitioners who want to gain the respect of senior staff must develop a sound understanding of the operational side of the business before launching in with strategies and suggestions, says Newcastle Permanent Building Society HR manager Tiffany Green.
The leaders who add the greatest value to a business are those who actively pursue new connections, and who embrace uncertainty and change, says Corrs Chambers Westgarth CEO John Denton.
Employers should provide bullying and harassment training to all staff, but managers' training should be different, says employment lawyer Shana Schreier-Joffe.
Managers who coach their team members are more likely to retain them and keep them engaged, according to Life Work Solutions consultant Pamala Crumblin.
Organisations have made some progress in providing work/life balance over the past decade, but leaders and managers - not employees - are the ones who have benefited, new research shows.
For the first time in a decade, Hewitt's global research shows the number of organisations with decreasing employee engagement exceeds those with increasing engagement.
The way organisations currently develop their leaders equips them for yesterday's predictable, process-driven workplace, but not for today's complex, uncertain business conditions, says HR expert Kevin Wheeler.
