Engagement & culture | Page 23 (1,162 items)

Work can be "as addictive as drugs or alcohol", but workaholism isn't receiving enough attention as a psychosocial health issue to manage, according to an occupational psychologist.

An employer that encourages curiosity, problem-solving, risk-taking and challenging the status quo says some of its most successful HR initiatives were prompted by employee suggestions.

Staff at EY Oceania say workplace bullying has often been "excused or normalised" as performance management, and half of those who reported the behaviour were dissatisfied with the company's response, according to a culture review.

Leaders too often dismiss negative micro-behaviours or incivility without realising its potential to damage trust and communication in the workplace, a people and culture specialist warns.

Strong relationships and clarity of purpose are the two biggest factors in creating a high-performing team, a leadership and performance expert says.

Transforming the way employees perceive feedback has helped an employer dramatically improve its net promoter score.

Employers seeking to attract and retain talent with the promise of meaningful work need to realise how much this concept is prone to change over time, a talent specialist says.

When a company's integrity is called into question the actions of a few can tar the many, and this has major implications for employer branding and HR more broadly.

Leaders who view errors as opportunities to learn, not grounds to criticise, not only make employees feel more psychologically safe at work, but also to perceive their work as more meaningful, according to Australian researchers.

Employers are often frustrated when employees fail to raise concerns about a risk before disaster strikes, but it's often the case that the problem is less about their people, than their leadership.