Leaders & executives | Page 72 (1,013 items)

In a highly individualistic world where "people's loyalty is to their social and professional networks as much as to any one organisation", employers will need to fundamentally redesign work processes and procedures to attract and engage staff, according to Hay Group HR experts.

HR professionals' duties under work, health and safety laws expose them to numerous personal legal risks, but certain steps can help them minimise these liabilities and avoid criminal penalties, according to safety and employment lawyer Fiona Austin.

Employees should be taught to "never, ever, wait for feedback", according to performance expert Jamie Resker, who says workers should supplement performance reviews and conversations with "self-driven feedback" from colleagues and clients.

At the core of effective coaching is the ability to ask great questions. In this webcast, leadership consultant and trainer Steve Fearns outlines steps HR professionals can use themselves - or share with line managers - to improve the performance of teams and individuals.

One thing Antarctic expedition leader Rachael Robertson was not prepared for when she signed up for a year at "the most extreme workplace on the planet", leading a team of 17 people she had neither chosen nor met, was the relentless scrutiny she would face from her team.

One reason why little or no progress is being made in achieving gender equality in the workplace could be a lack of respect between female employees, according to the latest Leadership Management Australasia (LMA) survey report.

Organisations often make the mistake of using performance as their only selection criterion for high potential programs, but populating development programs with high performers can often lead to much lower success levels, according to a talent analytics expert.

A well planned and executed downsizing can result in change that is soon forgotten, but if things are managed badly, "people will talk about it for years", says Right Management's Bridget Beattie.

Inability to listen, over-inflated egos, and an excessive focus on detail are the qualities most likely to "derail" senior leaders in 2014, according to new research.

More than nine in 10 HR professionals and managers don't think their organisations are achieving career development goals, and close to half of all employees are in the wrong job, according to recent research from Right Management.