When organisations struggle to improve employees' resilience, the cause is usually a lack of effective action, not knowledge, a wellbeing specialist says.
Approaching leaders' resilience more proactively is helping an employer respond to ambiguity with more "foresight, hindsight and insight", its people leader says.
Leaders tend to think they're doing a better job than they actually are, and this lack of self-awareness is a major obstacle to navigating a world of hyper-change, says an organisational psychologist.
A university has modelled its flexible work approach around six principles, within a framework that prioritises teams above individuals or the organisation as a whole.
Leaders must regularly make time to step back from their daily work to discern where they need to stop pushing, and where they should persevere, according to a change consultant.
Harvard University research shows six distinct leadership styles (or 'shoes') can be effective in workplaces, but leaders tend not to make use of the full range. Watch this HR Daily Premium webcast to understand the six shoes leaders can wear to lead well, and how to identify the best pair for any given situation.
BHP has changed direction on some former priorities to improve its employee experience, after strengthening feedback loops and tuning in to moments that matter.
Onsite employees are feeling less connected than both hybrid and remote workers, according to new research that calls on employers to think differently about returning to workspaces.
