An HR leader investigating how time is spent in her organisation says a crucial part has been convincing employees the process is about helping them work at their "highest agency", and not about making roles redundant.
A global head of talent with more than 25 years' experience in the field expects all her HR business partners to be proficient when it comes to talking about three things: the company's product, customers, and P&L.
It can be difficult for leaders to hold employees accountable for poor performance or behaviour when they haven't made it "really clear" what their expectations are, according to a communications specialist.
A rotating panel of volunteer staff has become a much-tapped resource for devising, testing, implementing and evaluating a range of initiatives at Deloitte Australia, its chief people and purpose officer says.
"Challenging the status quo mindset" is critical in any workplace committed to growth and innovation, says the founder and CEO of an award-winning business group.
Leaders can't afford not to have regular one-on-one check-ins with their employees, and HR professionals play a crucial role in selling the value of these conversations, a communications specialist says.
Building trust in teams doesn't just depend on whether a manager or employees have earned each other's trust, it has to take into account each person's "headspace", according to a psychologist.
It's critical to approach conversations about employees' absences with curiosity, instead of going in "like a bull at a gate" with assumptions that could be incorrect, a communication specialist warns.
When an employer mishandles its messaging during redundancies, sometimes the "reputation of the business just cannot recover", a communications specialist says in the wake of a "completely avoidable" PR disaster.
