The number of employers that support staff in their career development - even at other companies - but have no program in place to try and get them back, is "absolutely gob-smacking", according to Engaged Talent general manager Geraldine Ellis-Maguire.
The most important aspect of a company restructure is the individual conversations managers have with the people who are losing their jobs, according to Lee Hecht Harrison managing director Bruce Anderson, who says organisations that do this well can actually strengthen their employer brand.
The average office coffee run takes about 15 minutes, but lost time doesn't necessarily mean lost productivity, according to Positivity Institute founder and leading psychologist Dr Suzy Green.
Organisations that reduce their spend on engagement initiatives are also more likely to see falls in productivity and profits, according to a new report.
An organisational change that goes badly can leave workers disengaged and resentful, but sometimes all that's needed to fix it is an opportunity to "vent", says Right Management managing director Bridget Beattie.
Employers don't need to wait for instances of bias before taking steps to address it - being proactive benefits not just the target group but also increases engagement and pride among the broader employee population, a law firm has found.
The GFC reduced employee trust in all businesses, but organisational ethics are what's needed to restore it, and address wasted productivity and internal politicking, says engagement expert and author, Omer Soker.
The more you give employees, the more they expect, so HR professionals should encourage employees to take responsibility for their own engagement, according to Life by Design chief engagement officer Ian Hutchinson.
Some employers have successfully stepped up to the task of managing psychosocial safety, but in many other workplaces, initiatives are falling flat. Join us for an HR Daily webinar to understand what's holding back progress in this critical space and how to move forward.
