Webcast & Q&A excerpts (all access) | Page 3 (157 items)

Job demands attract a lot of attention as a psychosocial hazard when they're high, meaning employers are more likely to overlook the risks posed by demands that are too low, a specialist says.

Employees feel more rewarded for their work when they can perform at their best, and that requires a return to strengths-based development, according to an expert in human flourishing.

An employee wasn't bullied when she received repeated requests to work in her employer's office, and was placed on a performance improvement plan after a client complaint, a key ruling from this year illustrates.

Using AI to make termination decisions isn't likely to remove any risks for employers, according to a lawyer.

Employers require more than a disagreement or impasse to prove an employee has repudiated their contract, a workplace lawyer says.

Poorly handled workplace change is the most common psychosocial hazard, and the solution might start with reframing how change is perceived, an expert says.

Most HR practitioners know how to apply a technical lens to complex workplace matters, but a broader focus on human elements can surface risks and opportunities they wouldn't otherwise address, an advisor says.

Poor perceptions of an HR function sometimes have no foundation in its performance, so the solution lies in reframing its achievements, according to an advisor.

Taking action to improve psychosocial safety after an incident can "come back and bite" an employer, a workplace lawyer warns, amid heightened regulator activity.

Instead of always coming up with new strategies to solve perceived organisational problems, sometimes it's better for HR practitioners to step back and consider which strengths they can more effectively leverage, an advisor says.