HR professionals should develop a strong business case, and frame internal discussions about diversity in terms of workforce sustainability and inclusion, to avoid them being perceived as "special treatment for a special group", according to a new report.
When a learning and development budget is cut, it's usual to blame tough times, but in fact the problem could well lie with HR, according to Nicholas Sutcliffe, executive director of The Conference Board.
Most employers recognise the need to be aware of cultural idiosyncrasies when doing business in other countries; but when it comes to doing business with men and women, important differences are all too often overlooked, says neuroleadership expert Silvia Damiano.
A new finding that talented women are twice as likely to actively drive their own careers than to wait for promotions or job offers should serve as a warning for employers, says Hay Group director Wendy Montague.
A decade ago, female employees of Caltex Australia were twice as likely to quit their jobs as their male counterparts, but in 2011, as a result of focused efforts, the tables turned.
Performance and potential are both important when identifying talent, but employers that assume the two are causally related risk promoting workers who aren't actually ambitious, while those who are go elsewhere, says Psylutions consulting psychologist Nicole Russom.
When leaders fail it can cost a business in many ways, but HR professionals can play a more strategic role in minimising the risk of attrition and poor results, says business psychologist Dee Fitzgerald.
The employees who are most able to help a business achieve its core objectives are not necessarily the ones considered its highest performers, says SHL managing director Stephanie Christopher.
Despite Australian managers recognising the importance of talent mobility in driving organisational growth, most do not have the authority nor systems in place to facilitate it, according to new research.
