Understanding just a few key principles of neuroscience can help managers motivate their teams to better performance, says EnHansen Performance senior coach and facilitator, Kristen Hansen.
When the reality of an organisation's culture doesn't match its espoused values, simple conversations can help bring the "miserable people" into line, says leadership educator Steve Fearns.
There is a widely-held but false perception among medium and large employers that s*xual harassment mostly occurs in small businesses without HR support, says Learning Seat chief executive Tim Legge.
Difference in the workplace often creates misunderstandings that give rise to conflict, but with the right management approach, difference can lead to respect, says Macquarie University professor of management Lucy Taksa.
A lot of the talk surrounding so-called difficult high performers assumes the employee's personality is the problem, but according to Profiles International regional director Mark Purbrick, it's more likely to be the way they're being managed.
The risk of facing an adverse action claim is now a constant threat for employers and individual HR managers, but as case law in the area grows, well briefed employers are more likely to successfully defend them, say employment lawyers.
A Fair Work Australia ruling, which found a senior employee was not "grossly disloyal" when he gave the names of recently retrenched staff to a sacked colleague, contains important guidance for employers on what constitutes confidential information.
The Fair Work Act has increased the administrative burden on HR professionals in significant ways, with most saying they now devote more time to industrial relations issues, and have to seek legal advice more often.
What constitutes "best practice" when managing neurodiversity at work is evolving all the time. Watch this HR Daily Premium webcast to learn how to embed neuroinclusive practices into HR programs and every stage of the employment lifecycle.
