Communication, collaboration & innovation | Page 60 (621 items)

Employers that have gender diversity goals, yet make simple mistakes when trying to achieve them, risk major setbacks in their progress, says diversity expert Karen Morley.

Aside from the moral imperative, there is a strong business case for organisations to constantly foster an ethical culture, according to Institute of Executive Coaching director of education, Dr Hilary Armstrong.

Once an employee reaches the point of requesting a pay rise, it's often too late to retain them, according to Learning Seat chief executive Tim Legge, who says that if a high-risk employee needs to initiate an increase, "you're probably doing something wrong".

Management gurus often talk about having "critical" and "difficult" conversations with staff, but conflict resolution expert Catherine Gillespie says that every workplace conversation has consequences, and should be considered critical.

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.

It is not people, but the ability to manage people, that is an organisation's greatest asset, says leadership expert Tony Wilson.

Employers should provide bullying and harassment training to all staff, but managers' training should be different, says employment lawyer Shana Schreier-Joffe.