Clarity of purpose, the freedom to have robust conversations, and accountability form the DNA of high-performing teams, according to consultancy Proteus Leadership.
There are some notable opponents to the overuse of financial incentives at work, but according to reward expert Jairus Ashworth, the business case for pay-for-performance schemes is clear.
Many organisations are still using factory-era techniques to manage motivation, but these old tools fail to inspire and support creativity, collaboration and agility, according to author and motivation expert Dr Jason Fox.
Employees should be taught to "never, ever, wait for feedback", according to performance expert Jamie Resker, who says workers should supplement performance reviews and conversations with "self-driven feedback" from colleagues and clients.
The difference between coaching an employee and simply telling them what to do depends on a coach's ability to build rapport or "connect" with employees, says leadership strategist Steve Fearns.
At the core of effective coaching is the ability to ask great questions. In this webcast, leadership consultant and trainer Steve Fearns outlines steps HR professionals can use themselves - or share with line managers - to improve the performance of teams and individuals.
What steps can an employer take when a worker takes personal leave immediately after a performance management discussion? Can organisations ask employees with exhausted personal leave entitlements to see a doctor? Here, an employment lawyer answers these questions and more.
More than half of the population will experience a mental illness at some stage in their lives, and most will choose to conceal it, so employers need to beware of performance-managing workers who are unwell, says Swinburne University of Technology's Doctor Mirella Romanella.
Performance reviews and disciplinary processes that can withstand outside scrutiny will become even more critical when the Fair Work anti-bullying regime comes into force next year, according to DLA Piper partner Murray Procter.
The question of whether certain behaviours constitute bullying or are just the consequence of abrasive personalities is so problematic that employers should shift their focus to the prevention of both, says HR Business Direction's organisational psychologist Trish Cloete.
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.
