HR best practices | Page 22 (775 items)

The positive duty employers have to address bullying, s-xual harassment and other psychosocial hazards calls for a "fundamental" shift in workplace listening and reporting mechanisms, a culture specialist says.

Building an antiracist organisation requires an understanding of how racism is perpetuated and entrenched, in both individual behaviours and through the culture of the organisation, an Australian diversity expert says.

The ability to "self-differentiate" is crucial in leaders, so they can make decisions that aren't emotionally "hijacked", says a leadership expert.

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".