Leaders & executives | Page 91 (1,013 items)

HR professionals who make it to the top table will remain secondary to operational and finance heads unless they can show they're "not on another planet", says MACAW Consulting Group managing director, Tony Sernack.

Employers that want to access top talent fast and develop leadership skills among existing employees should consider implementing an intern program, says Ernst & Young managing partner and people leader Lynn Kraus.

Internally promoted CEOs face a transition period that is "incredibly fraught with risk and peril", says leadership expert Stephen Miles.

Problems with difficult employees never resolve themselves and, if left unaddressed, can expose employers to legal risks, says workplace lawyer Brad Petley.

After agitating for "a seat at the table" for so long, some HR managers have damaged the profession's brand by showing they weren't ready to make a strategic contribution during the recent downturn, says the principal of Mercer's human capital business, Martin Turner.

The key to taking your graduate program to "a whole other level" could be as simple encouraging managers and graduates to grab a coffee together, says Development Beyond Learning director Josh Mackenzie.

Public sector gains in employee engagement and retention in recent years mean the private sector should look there for insight into what makes a great leader, says SHL national director Stephanie Christopher.

Failing to prepare staff for the introduction of new technology and systems can result in poor uptake, slow adoption and ineffective use, a new PageUp People white paper warns.

Employees are more akin to risks than assets, and the principles that apply to risk management can also be applied to people management, says employee engagement expert James Adonis.

Employers whose graduate induction programs are little more than a one-off "information dump" miss an important opportunity to engage new employees from day one, says Development Beyond Learning director Josh Mackenzie.