Approaching leaders' resilience more proactively is helping an employer respond to ambiguity with more "foresight, hindsight and insight", its people leader says.
A university has modelled its flexible work approach around six principles, within a framework that prioritises teams above individuals or the organisation as a whole.
After encouraging "slow weeks" once a quarter to prevent burnout early in the pandemic, an employer now uses them for valuable L&D time and says they actually improve employees' output.
BHP has changed direction on some former priorities to improve its employee experience, after strengthening feedback loops and tuning in to moments that matter.
An employer's transparent approach to communication and its commitment to psychological safety has led it to an "open management philosophy", its people leader says.
An employer that provided access to trained counsellors during the pandemic is now making them even more accessible by stationing them inside departments.
Asking teams to consider why they exist and which paths they take when things get tough has helped transform a culture once described as "stale", the organisation's managing director says.
At an organisation recently recognised as a 'best place to work', three specific focus areas have helped ensure nearly 90% of employees say their direct manager is a great leader.
