Performance, HiPos & productivity | Page 64 (750 items)

Organisations that are struggling because of a skills shortage, or preparing to face one in the future, should give their workers increased autonomy to use and develop the skills they already have, says University of London professor Francis Green.

Employees are bombarded with so much information each day that it can be difficult to ensure important HR messages are hitting the mark, says Baseline Training and Consulting principal trainer Dave Whitefield.

Performance discussions should be a natural, regular part of everyday conversations between managers and their subordinates, says author and academic Dr Tim Baker.

A Westpac manager who crossed the line between assisting an employee with personal and performance issues entered "dangerous territory", a South Australian Court has found.

Innovation is a buzzword appearing on most corporate websites and reports, but, just like "quality", "corporate governance" and "customer service", many companies will fail at it, says management consultant and author, Jonar Nader.

Employers who are wary of unfair dismissal claims should consider paying off poor performers - provided the pay-off remains confidential, says Freehills lawyer Natalie Spark.

Employers spend too much time trying to fix their employees' "weaknesses", when they should really shift focus to capitalise on their strengths, says management consultant and author, David Rendall.

The problem with bad or "toxic" workers, is that opportunities to get rid of them are so alluring, says Andrew Douglas of Douglas LPT.

Overloading employees with multiple processes and accountabilities can actually make them less accountable, says Rosemary Howard of the University of NSW.

Alcohol abuse not only affects employees who drink heavily, but their co-workers as well, say researchers Michael Livingston and Caroline Dale.