HR research, reports & books | Page 80 (1,560 items)

Qantas is again Australia's most attractive employer, according to this year's Randstad Employer Brand Research awards.

Robotic process automation has freed up more than 50 hours per employee per month for the majority (72%) of organisations that have implemented it, according to a new report.

One in two engagement interventions are ineffective or even counterproductive, but the successful ones share some common attributes, new Australian-led research shows.

Workplace programs aimed at creating employment opportunities for people with autism are focusing unduly on limited roles within STEM arenas, according to a talent acquisition specialist. Meanwhile, a pilot study into recruiting people on the autism spectrum has found a modified strategy more beneficial than traditional selection processes.

Australian researchers have confirmed the engagement and performance benefits of employees receiving feedback at work, also finding that where supervisors fail, co-workers can effectively step in.

Creating a new category of "flexible ongoing" employment would not solve any problems arising from developments in the casual work space, according to a new report by think tank Per Capita.

A long-serving employee could have avoided dismissal had she been honest about drinking on the job, the Fair Work Commission has ruled. Also in this article: the five characteristics of self-disruptive leaders; organisations lack change-readiness; and more.

Salary projections for top HR managers are as much as $50k higher than a year ago, according to Robert Half's 2019 guide. Also in this article, the FWC has rejected that a casual employee's dismissal was a genuine redundancy; and more.

HR professionals aren't taking full advantage of three "obvious" ways to ensure their organisation has the right talent, according to Deloitte's 2019 global human capital trends report.

Procrastination among managers is becoming more common as a result of new technology and ways of working, leading to employee frustration and "deviant" behaviour, a Deakin Business School researcher says.