Performance, HiPos & productivity | Page 52 (739 items)

Assessment of employees' career drive and aspiration plays a minimal role - or none at all - in most employers' high-potential programs, but it should be fundamental, says leadership expert Sean Dineen. Here's what you should be assessing.

One of Australia's leading pharmaceutical companies has taken drastic steps to encourage collaboration and break down hierarchies in its workplace.

An organisation can have a fantastic leadership development program in place, but without a meaningful conversation about an individual's personal and professional goals, many succession plans "will fall down", warns Lee Hecht Harrison leadership development director, Dee Fitzgerald.

In organisations that are particularly exposed to tough economic or market conditions, HR professionals must know how to rapidly shift priorities and prove their value to the executive team, say the global and Australian heads of recruitment firm Robert Walters.

Investing in preventative mental health - when compared to the costs of workers' compensation claims, absenteeism and lost productivity - really is a "no brainer", according to people risk expert Danni Hocking.

A high-performance culture requires commitment from every single member of the team - and clear consequences for under-performance, says Hilti Australia managing director Jan Pacas.

Employers are wasting their money on engagement surveys that ask about organisational strategy instead of how workers are feeling, according to wellbeing expert Nic Marks.

Managers need the skills to have casual conversations - as opposed to confrontations - about minor performance and behaviour problems, says leadership consultant Steve Fearns.

Too often, what should be a simple conversation about performance or behaviour blows up into a confrontation, says leadership coach and life strategist Steve Fearns.



In this webcast, he sets out a framework for managers to:

• get clear on an issue;
• create self-awareness in employees;
• provide non-threatening feedback;
• approach counselling and discipline;
• create responsibility and accountability in teams and individuals;
• establish a team charter and expectations to "start again" and set ground rules; and
• use internal policies and procedures to achieve better results.

Employers need to beware of legal traps when addressing issues caused by employees who have more than one job, says employment lawyer Nick Noonan.