Engagement & culture | Page 102 (1,126 items)

One of the reasons why many large-scale engagement initiatives are "hit and miss" is that what is motivating for one worker might be "de-motivating" for another, says leadership consultant Silvia Damiano.

HR professionals can learn a lot from neuroscience about how to design and implement successful workplace programs, says PageUp People's Sylvia Vorhauser-Smith.

Creating a new business culture following a merger and acquisition requires "pace over perfection" and a willingness to make some mistakes, says Bupa Australia's director of HR, Penny Lovett.

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.

A lump-sum bonus is more likely to prompt a disengaged worker to resign than to perform, says Retention Partners director Lisa Halloran.

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.

Employers need to hold managers accountable for the retention of their "human assets", Retention Partners director Lisa Halloran told an HR Daily webinar this week.

Despite foregoing pay rises and perks throughout the downturn, most employees now require very little from their employers to become re-engaged at work, says retention expert Lisa Halloran.

A Perth law firm that implemented a "people first" strategy to address high staff turnover and low engagement achieved momentum and success by getting some "quick wins in place" early on.

Using incentives to motivate employees and boost their productivity is outmoded, according to author Dan Pink, who says it's time to employ three new motivators: autonomy, mastery and purpose.