HR research, reports & books | Page 13 (1,587 items)

New research has identified the work factors most likely to lead to "quiet quitting", and calls for HR practitioners to view the phenomenon with less negativity.

Workplaces would be better if both leaders and employees paid more attention to how others are feeling, however certain types of empathy come with psychosocial risks, a leadership specialist and a neuroscientist warn.

Empathy has the power to transform hidden workplace resentment into constructive dialogue, but in many organisations it's still seen as a soft skill rather than a powerful leadership tool, a strategy consultant says.

Setting a structure for conversations helps improve the quality of group decisions, but very few strategy meetings tend to do this, a specialist says.

New data highlights some misalignment between the capabilities employees want to build in themselves, and the areas employers would prefer them to develop.

The lasting impacts of unfair dismissals underscore an "urgent need" for a more fair and caring approach, Australian researchers say.

Despite taking on more strategic responsibility, some HR teams are doing themselves a disservice by stepping in to "fix" issues that other leaders could solve, according to a coach.

There's no evidence that career breaks cause employees to lose skills, but employers continue to filter out valuable talent because of this assumption, according to a coaching specialist.

Online reviews about employers can "significantly" impact the opinions of thousands of current and potential employees, and how organisations respond can turn "threat management" into an employer branding strategy, new research shows.

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