Engagement & culture | Page 10 (1,174 items)

When an organisation's culture lacks a key element, return-to-office mandates simply won't work. Meanwhile employers often refer to diversity, equity and inclusion in their EVPs, but struggle to define why it's a good thing.

Time spent in-person with colleagues can build a valuable sense of belonging at work, but if employers really want to create this, mandating a return to the office is one of the worst ways to go about it, a culture expert warns.

The decreasing influence of Baby Boomers and Gen X in society, and the workplace, is an important trend for employers to consider in their engagement and retention strategies, research suggests.

Both leaders and coworkers can play a crucial role in facilitating role clarity for employees, in turn fostering better mental health and reducing change fatigue, research has found.

Not all quiet quitters are "lazy", and when managed well, these employees can be valuable members of organisations and teams, a researcher says.

When attempting to connect leaders, managers and employees to a culture change project, it's important for HR to use a different "love language" for each group, according to a respected advisor.

Employers can use the Respect@Work framework to prevent all inappropriate workplace behaviour, rather than considering that it only applies to s-xual harassment, according to an expert in the field.

The positive duty employers have to address bullying, s-xual harassment and other psychosocial hazards calls for a "fundamental" shift in workplace listening and reporting mechanisms, a culture specialist says.

Public reporting of "alarming" inappropriate behaviour in workplaces should spur all employers to more proactively address their psychosocial risks, an expert says.

There's "no worse response" to allegations of a toxic culture than sending out a "spokesperson" in place of a leader, according to a culture consultant who says this will only exacerbate reputational damage.