Engagement & culture | Page 25 (1,174 items)

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.

The importance of speak-up cultures is becoming well known, but these won't fulfil their objectives without proper focus on the 'listening' element, a governance expert says.

Enhanced obligations around psychosocial safety should be prompting employers to "pressure test" their approach to mental health and wellbeing, says the leader of an organisation awarded for excellence in these areas.

If leaders habitually delegate management issues to HR, their people will soon lose respect for them, warns a consultant who says leaders shouldn't just set standards, but more actively enforce them too.

Too many organisations remain focused on measuring engagement scores, without considering the individual elements that contribute to that number, according to a culture expert.

'Organisational voice' is linked to an increase in innovative behaviours but it can also increase employee burnout, new research shows.

Celebrating milestones is an important retention strategy at FedEx Australia, where more than half of the 5,000-strong workforce have been employed for at least 10 years.

Employers are overlooking some simple ways to make their recruitment processes more accessible to marginalised candidates, according to representatives from four different organisations.

Investing in staff development can be a two-edged sword when it creates employees who are actively headhunted, but a CPO says the balance weighs in favour of turning high performers into future brand advocates.