HR best practices | Page 19 (787 items)

A disclosure of mental health issues shouldn't necessarily stop a manager from holding an underperforming employee to account, but the approach they take might need to change, a conflict specialist says.

Organisations focus too much on their top-performing employees, which can overload them with work while robbing teammates of an opportunity to shine, a performance specialist says.

It's well known that being socialised to "play nice" from childhood doesn't always serve women well at work, but women who are too aggressive are also holding back gender parity, a workplace psychologist warns.

Some resistance to using artificial intelligence in "the most human of business functions" is understandable, but people and culture teams have far more to gain than lose from it, according to an experienced HR executive.

Crafting a benefits package that appeals to employees across multiple generations requires balancing "conflicting needs", but an HR leader says it's been key to helping her organisation meet its goals.

CHROs often make "universally appealing, open-ended promises" when seeking executive buy-in for initiatives, but they're more likely to succeed by setting realistic expectations, a workforce strategy expert says.

Opponents of trauma-informed investigations sometimes argue this approach weakens the process, but in fact the opposite is the case, according to a workplace culture specialist.

If HR leaders want a more inspired, engaged workforce, they should focus on making every process in the employee lifecycle "anti-boring", a culture and people strategist says.

Evidence-based workforce planning is always important, but particularly so when 10-year project timelines call for precise talent strategies, an HR leader says.

Understanding how psychosocial hazards interact is fast becoming a cornerstone of effective risk management, yet many employers still treat them as isolated issues.