HR research, reports & books | Page 145 (1,587 items)

Despite Australian managers recognising the importance of talent mobility in driving organisational growth, most do not have the authority nor systems in place to facilitate it, according to new research.

It is not possible - or even ideal - to engage every employee in an organisation, says Chandler Macleod principal consultant, Julian Tatton.

HR alone can't be responsible for increasing gender diversity in organisations, but it should drive the first phase of the journey, according to IBM managing director Andrew Stevens.

The real challenge in hiring workers with a disability lies not in making accommodations for them, but in overcoming other employees' attitudes and perceptions, according to a new white paper on the topic.

Many professionals get into HR because "they like people" but they need to develop competencies such as "tough empathy" to do the job well, says HR consultant Scott Comte.

Employees who don't feel connected at work are less likely to be happy and productive, but the good news for employers is that creating connectedness doesn't require a big investment.

The management behaviours that have the biggest positive impact on employee engagement are rarely measured and monitored, says psychologist and leadership expert, Dr Travis Kemp.

Many organisations' people practices were established in the 20th century and fail to address the complexities of today's workplaces, says talent management expert Rosemarie Dentesano.

Employers will increasingly turn to crowdsourcing over outsourcing in the next decade, according to HR experts Jeanne C. Meister and Karie Willyerd, who predict social technologies will soon become a driving force in recruitment and corporate innovation.

Very few job candidates "cheat" during pre-employment testing, but when they do it is most likely on psychometric tests, suggesting employers could do a better job of explaining them, says psychologist Prue Laurence.