After reviewing the five skills most critical to leadership success in an organisation undergoing significant change, a chief people officer is now integrating these into "every single" HR process.
When employees want more flexibility than a workplace can offer, it's not impossible to "get everyone onto the same page", according to an experienced HR leader.
An employer on a mission to become "the healthiest workplace" started by asking its 4,000 employees, "What if work didn't feel like work?", a conference heard this week.
Working through a Reconciliation Action Plan has the end result of improving all workplace policies and procedures, according to a chief people and culture officer whose organisation recently completed the 'Innovate' tier.
In an organisation that employs more women than men, fathers' takeup of paid parental leave is approaching that of mothers, and its head of culture and capability hopes this will have a far broader "ripple effect".
An employer that's determined to prevent s-xual and gender-based harassment, and have a workplace culture where respect is "the default", has implemented a "living, breathing" plan that goes above and beyond its legislative obligations.
Giving prospective hires a preview of working conditions and helping them feel they're "part of the team" as soon as they accept an offer helps to ensure the number who "reneg" stays low, a talent acquisition leader says.
When developing a bespoke skills approach, it's critical to design L&D for "the here and now", versus buying aspirational frameworks, a chief people officer says.
After an inaugural survey revealed how much its people "wanted to have a say", an employer has won an award for its culture and achieved significant lifts in key engagement metrics.
Now in the second year of its four-day work experiment, Medibank continues to report significant and sustained improvements in engagement, job satisfaction and employees' health and wellbeing.
