HR leadership | Page 8 (96 items)

The "external shock" of gender pay gap reporting will end up strengthening HR's standing and influence, if Australia's experience mirrors that of participants in a UK study.

Leaders who spent 2024 "marching to the beat of the compliance drum" might realise they turned down the volume on a chorus of workplace issues, but they can tune back in for greater harmony next year, a people and change specialist says.

HR "can't just be consulting" when it comes to workplace change; it needs to be leading, a people experience specialist says. Meanwhile employers should expect unfinished projects to be "the norm" at the end of the year, research shows.

People investments are business investments, and 2025 is the year to finally make it clear that investing in people, and the systems and processes that support them, is not "a generous act", a workplace expert says.

When attempting to connect leaders, managers and employees to a culture change project, it's important for HR to use a different "love language" for each group, according to a respected advisor.

The ability to "self-differentiate" is crucial in leaders, so they can make decisions that aren't emotionally "hijacked", says a leadership expert.

Employers needn't "start from scratch" when it comes to managing psychosocial health, but must tailor their approach to their particular business risks, says a CPO who oversaw development of an award-winning framework.

A chief people officer's role as a trusted advisor increasingly includes working "in lockstep" with the board, making these leaders a strong fit for CEO roles.

Media stereotypes that exaggerate HR roles as "overly bureaucratic or ineffective" mirror the real credibility issue that practitioners face, but these negative perceptions can be overcome.

The evolution of the chief people officer role in the next five-to-10 years will see a move away from "designing HR for HR", towards "really designing for where the business is at", a CPO turned CEO says.