Leaders & executives | Page 92 (1,021 items)

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.

HR Daily's most popular articles in 2009 fell into four broad categories - engagement and wellbeing, redundancies, leadership, and legal compliance - and here we bring you the year's top stories in each.

Leadership is only as good as the leader so leaders, you've got to be at your best. You owe it to yourselves to reflect, to wonder, to be selfish, and to chase your dreams. To do anything less is to doing nothing at all...