HR best practices | Page 19 (742 items)

As the world changes at increasing speed, leaders must be "more prepared than ever" to let go of the knowledge that got them to where they are today, says a former global executive with Microsoft, Apple and IBM.

Employers needn't "start from scratch" when it comes to managing psychosocial health, but must tailor their approach to their particular business risks, says a CPO who oversaw development of an award-winning framework.

Communicating via email and chat apps during non-work hours reduces employees' ability to psychologically detach from work, more so than any other form of IT-based communication, research has found.

Media stereotypes that exaggerate HR roles as "overly bureaucratic or ineffective" mirror the real credibility issue that practitioners face, but these negative perceptions can be overcome.

Public reporting of "alarming" inappropriate behaviour in workplaces should spur all employers to more proactively address their psychosocial risks, an expert says.

The evolution of the chief people officer role in the next five-to-10 years will see a move away from "designing HR for HR", towards "really designing for where the business is at", a CPO turned CEO says.

Negative feedback has many problems, but even positive feedback can backfire, according to a leadership specialist who says too much of the latter can have "diminishing returns".

Ambiguity around "what good looks like" in middle management is an issue for many organisations, but a respected HR authority has come up with a "definitive standard" for these leaders.

There's "no worse response" to allegations of a toxic culture than sending out a "spokesperson" in place of a leader, according to a culture consultant who says this will only exacerbate reputational damage.

A team whose members work as "lone rangers" might have "pockets of brilliance", but if individuals don't work together, their collective success will be limited, an author warns.