HR best practices | Page 2 (787 items)

Workforce costs are becoming a major risk to employers' return on their AI investment, and many organisations are yet to consider the full range of potential impacts, an HR advisor says.

So much information is "beamed" at employees every day that it can be easy for them to switch off; but by communicating less like robots and more like humans, leaders can harness attention and build engagement, a communications specialist says.

Incentive-based contracts may be sending signals of distrust, and could unintentionally undermine the culture of professionalism and honesty in an organisation, a new study suggests.

By focusing on the values that drive them, leaders become less vulnerable to external pressures and expectations, and can be more effective in their roles, a development and transformation specialist says.

Amid increasing reports of burnout, a positive psychology specialist is calling on employers to take a strengths-based approach to redesigning work.

For employees, what "feels safe today may not feel safe tomorrow", so the ability to adapt and learn in real time is key to ensuring psychological safety, an organisational change specialist says.

When leadership development programs fail, it's usually not due to the content, but rather because participants aren't forced to implement what they've learned, a coach and psychotherapist says.

Effective competency and capability frameworks can boost performance and productivity, but too often they're a set of stagnant documents instead of active systems, a specialist warns.

Some HR functions could shrink by up to 50% over the next four years as part of the "agentic revolution", while delivering significantly more value, according to a leading consulting firm.

Successfully leading across generations requires relinquishing the idea of controlling outcomes, and committing to "co-creating the future", an executive coach says.