Leaders & executives | Page 70 (1,016 items)

In the face of challenging market forces and economic conditions, organisations that prioritise employee engagement can weather changes more smoothly and improve their financial performance, Aon Hewitt research shows.

When thinking about how to create a more innovative workplace, there must be a few lessons organisations can learn from NASA.

A court has ordered an executive to pay his former employer more than half a million dollars in damages and lost profits, after wooing clients away from the business in breach of a restraint clause.

The predictable effects of major budget and staff cuts include lost trust and disengagement, but with the right communications approach it is possible to minimise the damage, says communication specialist Jonathan Champ.

Workplace teams are meant to pool the individual abilities of employees to tackle challenges, but often end up simply comprising a supervisor trying to get a silent team to produce, according to management consultant and author Stewart Liff.

The majority of hiring managers believe their teams are being led with shared accountability, but the teams themselves feel the opposite is true, new research shows.

Australians are working harder than ever to keep their organisations going through tough times, often doing unrecognised and unrewarded work, but the resulting presenteeism might be doing more damage than good, according to leadership expert Andrew Henderson.

'Put the customer first' is an outdated adage, says St George Bank chief executive officer George Frazis. Instead, any organisation that really wants to please its customers will put its own people first.

HR and talent executives around the world take a dim view of their own abilities, giving themselves the equivalent of a C-minus, according to new research by Deloitte.

There's a high chance the investment your company is making in high-potential employees is simply grooming them for the competition, according to talent expert Eugene Burke.