Problems with difficult employees never resolve themselves and, if left unaddressed, can expose employers to legal risks, says workplace lawyer Brad Petley.
Most employers leave it to their accounts department to determine what does and does not constitute a business expense, but it is line managers who often "sign off" on expenditure, says iHR DirEx director Geoff Churcher.
Romantic relationships in the workplace can create a legal "minefield", but policies that are too prescriptive can offend employees, send the wrong message and weaken a company's competitive edge, says HR commentator Kate Southam.
Most employers give workers internal feedback on performance, but those who are concerned about "the big picture" will welcome feedback from clients and customers too, says Paramount Training and Development principal David Alssema.
Employers that support lesbian, gay, bisexual, transgender and intersex (LGBTI) workers enjoy greater employee commitment, says former High Court Justice Michael Kirby.
Employers should take advantage of probation periods to actively manage and assess the performance of new employees, says Freehills workplace relations lawyer Shivchand Jhinku.
Team-building activities to revive weary workers and boost morale don't have to be expensive and time consuming, says Randstad head of outplacement and career coaching for Australia and Asia Pacific, Fiona Webster.
Employers that fail to measure and reward success holistically could be damaging their company's long-term health, says Mercer human capital principal Martin Turner.
A simple performance management system based on four core processes has raised employee engagement by 17 per cent and reduced recruitment spend by a third at eyewear company Luxottica.
Employees who are overlooked at work are twice as likely to be actively disengaged as those whose managers focus on their weaknesses, research by Gallup has found.
