Researchers have identified a new category of engagement that leads to high performance: employees who are not only enthusiastic about their work, but enabled by their organisation to do their best.
In organisations where employees are both engaged and enabled to deliver high performance, pride, trust and appreciation reign, a leadership expert says.
Taking employees' biorhythms into account when organising work could be "the next step" for HR in fostering healthier, safer, and more productive workplaces, an academic says.
Incremental experimentation is key to achieving long-term high performance, but many employers' systems and structures actually discourage innovation, an academic says.
Removing employee performance ratings does not increase engagement, and the practice has failed to live up to expectations in all but a "handful" of situations, according to an HR expert.
Abolishing ratings does nothing for performance in the vast majority of organisations, but in certain situations it might be worth the risk, an HR specialist says.
Leaders who take an evidence-based approach to management are better at closing the gaps between where an organisation's performance is, and where they want it to be, a specialist says.
Leaders who don't "measure what matters" are more likely to become stuck in reactive mode and have a permanently overflowing "urgent" basket, according to an organisational performance specialist.
High-potential employees can be identified by three key traits, but misconceptions about one of them is putting leadership pipelines at risk, a talent management specialist says.
