HR case studies | Page 50 (532 items)

A fundraising trek with a leadership development focus has helped senior employees at Goodman Group become more strategic and inclusive, while raising money for charity, according to participant Samantha Evans.

The most important thing a leader can do to stimulate the creativity needed for a new project is to believe that anything is possible, and help their team to do the same, says Opera Australia artistic director Lyndon Terracini.

A call centre employer has reduced its staff turnover and absenteeism by more than 30 per cent in just six months - and doubled its engagement score - following a major culture overhaul driven primarily by employees.

A pilot program to help workers manage the physical, emotional and relational challenges associated with fly-in fly-out work has achieved success - and won over some "really strong-charactered males" who wouldn't otherwise ask for help, according to John Holland Group HR strategy and delivery manager (minerals and industrial) Shameelta Pratap.

One of Australia's leading pharmaceutical companies has taken drastic steps to encourage collaboration and break down hierarchies in its workplace.

In organisations that are particularly exposed to tough economic or market conditions, HR professionals must know how to rapidly shift priorities and prove their value to the executive team, say the global and Australian heads of recruitment firm Robert Walters.

A high-performance culture requires commitment from every single member of the team - and clear consequences for under-performance, says Hilti Australia managing director Jan Pacas.

A new National Australia Bank (NAB) policy is offering free counselling, flexible work and paid leave to workers who are suffering from domestic violence.

Employers can significantly save on retrenchment costs - and reap other benefits - by setting up an internal redeployment function, but they're likely to encounter seven big obstacles, says Suncorp recruitment manager Davin D'Silva.

Organisations should foster ways for employees to share ideas - even when they can't all be used - because "being heard" is what counts in terms of engagement, says Transitions Optical Australia and New Zealand director Eric Breda.