Leaders & executives | Page 96 (991 items)

Employers should consider introducing a "moodometer" and resilience programs in an effort to combat employee depression - which is costing Australian business billions of dollars each year, according to best-selling author of Back from the Brink and depression sufferer Graeme Cowan.

Panicky managers that put bottom-line efficiencies before people during the economic downturn run the risk of obliterating company morale and losing their best talent, says Robert Half Asia-Pacific's managing director, David Jones.

Workers who believe their employer manages change effectively are substantially more likely to be engaged and productive, new research shows.

In difficult economic times employers must ensure they balance shareholder concerns about executive pay with the need to attract and retain talent, says Yolande Foord, executive remuneration leader at Mercer Australia.

Employees often resist mentoring and disagree with feedback after an initial, more passive phase, but mentors shouldn't abandon them, according to psychologist and executive coach Gavin Freeman.

A successful and enduring organisational change management strategy hinges on identifying, targeting and engaging "key decision makers" - and then "keeping your foot on the accelerator", according to the capability-and-culture GM of Transfield Services' global HR group, Joan Lynch.

Employers that refrain from indiscriminately slashing staff numbers and adhere to the 10 "DOs and DON'Ts" of the redundancy process will be "poised to enjoy a competitive advantage" as the economy rebounds, according to the authors of a white paper from the Human Capital Institute and Taleo.

HR must make the shift from transactional to transformational - driving change within a business instead of just aligning with it - if it wants "a seat at the table", says the head of global HR consulting at Kelly Services.

The role of a manager - like a sports coach - has to shift from "setting the rules" for an inexperienced employee to one of empowering them to take responsibility for how their job is done, says psychologist Gavin Freeman.

The majority of agencies in the public sector are falling behind private business in their capacity to attract and retain talent - "at an exponential rate" - by failing to embrace fixed-term employment contracts and a "blended" workforce, says Hudson's former public sector director, Paul Baker.