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As the jobs market heats up, many organisations will struggle this year to retain their employees, and those charged with the task in HR teams might be most at risk of leaving.



Here is a specialist's advice on how HR departments can maintain their own people and build their headcount this year, along with tips for HR candidates looking for their next role.

An employer was right to sack a worker for making racist comments on a public two-way radio, despite the fact he had worked at the company for more than three decades and was under personal duress at the time, the Fair Work Commission has found.

Turnover at this organisation spiked up after it redefined leadership requirements, and asked those who didn't meet them to leave, but the positive impact on those who stayed has more than compensated for the turbulence, says its HR director.

Well-intending organisations risk unwittingly harming the cause of employment diversity if they don't invest time and expertise to help their new recruits beyond the starting line, according to a workplace strategy consultant.

How does the new anti-bullying regime apply to your workplace, and how does it affect how you prevent and manage workplace bullying? Watch this webcast for best-practice tips and tools.

A worker who initially refrained from reporting s-xual harassment, due to an executive's insensitive remarks, has been awarded nearly half a million dollars in damages from a contractor.

The actions HR professionals take in response to employee grievances can have a huge impact on preventing and minimising workplace conflict. Here are 14 ways to de-escalate complaints.

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.

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.

One thing Antarctic expedition leader Rachael Robertson was not prepared for when she signed up for a year at "the most extreme workplace on the planet", leading a team of 17 people she had neither chosen nor met, was the relentless scrutiny she would face from her team.