An HR manager's failure to investigate an employee's complaints about his performance management made his dismissal unfair, the Fair Work Commission has ruled.
An employee has failed to convince the Fair Work Commission that being placed on two performance improvement plans after receiving "outstanding" work appraisals amounted to bullying.
A manager who claimed his team members deliberately worked against him has won a compensation appeal, after a tribunal found "workplace friction" fell outside the reasonable administrative action exclusion.
A royal commission has highlighted some broad issues with the role of performance incentives, and performance management practices, in driving unwanted workplace cultures and behaviour.
Sudden urgent deadlines and "rampant" email use can give the impression of productivity while actually derailing it, according to an efficiency expert, who says "productivity principles" can move teams from seeming busy to being productive.
Employees are three times more likely to rectify underperformance if managers help them identify and overcome their specific obstacles to improvement, according to a neuroleadership expert.
HR has made some progress in recent years but remains generally to blame for performance management processes failing, according to an experienced practitioner.
How do you achieve positive feedback experiences when employees are underperforming? Watch this HR Daily Premium webcast for practical guidance on providing feedback, goal setting for peak performance, preparing for the conversation, and more.
Workplace bullying complaints continue to pose significant challenges for employers, including where the behaviour doesn't meet the legal definition of bullying or the threshold to make a claim. Watch this HR Daily Premium webcast to understand key lessons from cases where bullying complaints interact with other claims and issues.
What constitutes "best practice" when managing neurodiversity at work is evolving all the time. Watch this HR Daily Premium webcast to learn how to embed neuroinclusive practices into HR programs and every stage of the employment lifecycle.
