Employment law cases | Page 335 (3,384 items)

In a social media world where "anyone can publish", managing the redundancy process to avoid online reputation damage is crucial, says HR technology consultant Michael Specht.

As talent-sourcing gets easier, employers should consider breathing new life into their organisations by "top grading" their workforce and shedding poor performers, says Taleo senior vice president Al Campa.

Panicky managers that put bottom-line efficiencies before people during the economic downturn run the risk of obliterating company morale and losing their best talent, says Robert Half Asia-Pacific's managing director, David Jones.

Workers who believe their employer manages change effectively are substantially more likely to be engaged and productive, new research shows.

Employers should get ready to deal with trade union requests to disclose company information - and determine what they can keep confidential - before the first part of the Fair Work Act 2009 takes effect mid-year, says University of Adelaide Professor of Law, Andrew Stewart.

Maintaining a good relationship with departing employees not only ensures a supply of part-time and temporary labour, but also drives business and employee referrals, says global expert on alumni programs, Professor Ian Williamson.

Employers must be more vigilant than ever in developing and reinforcing anti-bullying policies in light of a significant spike in workplace bullying and harassment claims - many of them false, says Harmers Workplace Lawyers managing partner, Joydeep Hor.

There are now 111 organisations recognised as employers of choice for women by the Federal Government's Equal Opportunity for Women in the Workplace Agency (EOWA).

Employers that gather and accurately interpret workforce data before resorting to massive job cuts can avert unnecessary workplace upheaval and save big bucks in future recruitment costs, according to Qantas workforce analytics manager, Nathan Carbone.

Any company that attempts short-term "stopgap" measures to reduce labour costs only to be forced to make large-scale public layoffs later "has to be classified as a workforce planning failure", says HR expert Dr John Sullivan.