Leaders & executives | Page 86 (1,013 items)

The correlation between engagement and performance is so well established that HR managers shouldn't find it difficult to gain top-level support for their initiatives, says Hilti managing director Jan Pacas.

When an organisation's leadership changes, HR professionals should seize the opportunity to become a strategic partner, says workforce strategist Stephen Walker.

Human resources and remuneration specialists in listed companies have an important role to play in educating stakeholders about their pay strategies, says Mercer Australia head of executive remuneration, Christine Deveney.

Many of the relationships managers have with their teams are only two-dimensional, says Unitrain lead trainer, Monique Kinerson.

Five characteristics of good leaders make it imperative to ensure more women reach senior positions in organisations, says experienced board member Anna Booth.

Aside from the moral imperative, there is a strong business case for organisations to constantly foster an ethical culture, according to Institute of Executive Coaching director of education, Dr Hilary Armstrong.

The more resilient employees are, the more likely they are to "survive and thrive" in today's increasingly complex world, according to organisational psychologist Kathryn McEwen, who says that although some workers are born more resilient than others, the ability to "bounce back" from adversity can be developed.

One of HR's biggest tasks is to recognise the great power it has, to "leader other leaders", says author Geoff Aigner.

A summit has recommended gender diversity targets - and short timeframes - to address the paucity of women in senior leadership roles, and warns that if these measures fail, "quotas could be just over the horizon".

Employers that let management, rather than the board, "drive and manage" executive remuneration could face criminal penalties following recent changes to federal legislation, says Mercer Australia head of executive remuneration Christine Deveney.