Engagement & culture | Page 95 (1,174 items)

'Hidden demographics' among employees can provide more useful insights into how to create an effective rewards scheme than those most commonly used, according to EY partners Rohan Connors and Richard Kantor.

Nearly half of Australian employees don't know their company's mission statement or values, let alone find them inspirational, new research shows.

Creating a strong workplace culture isn't about building a Google-esque environment, with shiny tools and bean bags; it requires companies to deliver on the promises their consumer brand makes, says the founder of HR analytics start-up, CultureAmp.

In the face of challenging market forces and economic conditions, organisations that prioritise employee engagement can weather changes more smoothly and improve their financial performance, Aon Hewitt research shows.

At its best, a good exit process can make a valuable contribution to an employer's brand. But at its worst, it can waste time and resources, and even anger disgruntled employees.

When thinking about how to create a more innovative workplace, there must be a few lessons organisations can learn from NASA.

Communication about safety needs to be specific and promote action; it needs to cut through the 'information overload' facing all workplaces. Watch this webcast to learn how to structure messages about safety and other compliance matters for maximum impact and behaviour change.

Before going in hard with a sell message to bring great HR professionals on board, employers need to ensure they can deliver in three key areas, says HR recruiter Marisa Iuculano.

Workplace teams are meant to pool the individual abilities of employees to tackle challenges, but often end up simply comprising a supervisor trying to get a silent team to produce, according to management consultant and author Stewart Liff.

When a Victorian utility company announced it had discovered an $80 million budget shortfall, staff knew they were in for a bumpy ride. What they didn't expect was to become more committed to the organisation during the cost-cutting exercise.