Targeting talent in strategically selected countries is helping a resources employer overcome an array of workforce challenges, with the talent team "fine-tuning" its process to what the business wants to see.
Because what "improving my wellbeing" looks like will vary between employees, it's important to give them choice, and not make distinctions between work and home, according to a chief people officer.
Ikea has turned an eight-week placement program into a permanent recruitment pillar, after achieving success on multiple levels with a pilot refugee workforce inclusion program.
An employer has achieved a 50% increase in men taking parental leave, and a 75% reduction in women resigning while on parental leave, since making its policy more inclusive.
After reaching an important gender diversity target nine months ahead of schedule, Coles is now zeroing in on specific business functions where female representation could improve, according to its DEI lead.
Enhanced obligations around psychosocial safety should be prompting employers to "pressure test" their approach to mental health and wellbeing, says the leader of an organisation awarded for excellence in these areas.
Employers looking for deeper visibility around how employees spend their time are finding discrepancies of up to 50% between the tasks people consider critical, and those their managers want them to prioritise.
Celebrating milestones is an important retention strategy at FedEx Australia, where more than half of the 5,000-strong workforce have been employed for at least 10 years.
Investing in staff development can be a two-edged sword when it creates employees who are actively headhunted, but a CPO says the balance weighs in favour of turning high performers into future brand advocates.
