HR best practices | Page 25 (758 items)

When an employer suspects a full-time employee has a second job, it's important to monitor their performance and availability, and respond to any issues without delay, a lawyer says.

It's wise to expect defensiveness when preparing for a performance conversation, and certain strategies help keep the discussion on track, a communications expert says.

The "deafening silence" that often follows an investigation can make it seem like speaking up didn't achieve anything, so it's important to remind employees that not seeing action doesn't mean none was taken, a workplace conflict specialist says.

An HR leader investigating how time is spent in her organisation says a crucial part has been convincing employees the process is about helping them work at their "highest agency", and not about making roles redundant.

A "shield of positive social climate" known to protect against workplace bullying might also provide a "huge protective effect" against s-xual harassment, an academic says.

Institutionalisation becomes a risk with long-tenured employees, so it's important to actively promote "happy dissent", an experienced people leader says.

A global head of talent with more than 25 years' experience in the field expects all her HR business partners to be proficient when it comes to talking about three things: the company's product, customers, and P&L.

It can be difficult for leaders to hold employees accountable for poor performance or behaviour when they haven't made it "really clear" what their expectations are, according to a communications specialist.

Employers can bolster their prevention and response strategies for workplace sexual harassment by drawing on the expertise of those who have experienced it, according to an authority in the field.

A rotating panel of volunteer staff has become a much-tapped resource for devising, testing, implementing and evaluating a range of initiatives at Deloitte Australia, its chief people and purpose officer says.