Leaders & executives | Page 77 (1,016 items)

Organisations should foster ways for employees to share ideas - even when they can't all be used - because "being heard" is what counts in terms of engagement, says Transitions Optical Australia and New Zealand director Eric Breda.

Employees are more likely to remember a message or meeting when they've made an emotional connection with it, says management consultant Yamini Naidu.

The most important aspect of a company restructure is the individual conversations managers have with the people who are losing their jobs, according to Lee Hecht Harrison managing director Bruce Anderson, who says organisations that do this well can actually strengthen their employer brand.

HR departments are significantly under-resourced at the moment, and in danger of losing focus on their primary purpose as they struggle with ever-tightening budgets, according to Mercer principal Anthony Shippard.

The average office coffee run takes about 15 minutes, but lost time doesn't necessarily mean lost productivity, according to Positivity Institute founder and leading psychologist Dr Suzy Green.

An organisational change that goes badly can leave workers disengaged and resentful, but sometimes all that's needed to fix it is an opportunity to "vent", says Right Management managing director Bridget Beattie.

Instead of viewing bullying as an "employee relationship issue", HR professionals should consider how their organisational design might be contributing to the problem, says change expert Sheryle Moon.

In its simplest form, leadership comes down to answering six questions your team members are always asking - whether you hear them or not, says CornerStone Leadership Institute president and CEO David Cottrell.

The GFC reduced employee trust in all businesses, but organisational ethics are what's needed to restore it, and address wasted productivity and internal politicking, says engagement expert and author, Omer Soker.

People often see organisational change as "more of an art than a science", but the more scientific your approach, the better your chances of implementing change effectively, says Deloitte Consulting national leader of human capital, Nicky Wakefield.