Disability Empowerment Facts vs. Myths
Changes to the workplace employment and ‘fair work’ legislation encourage organisations to employ people with a disability. In Australia we need to work on attitudes towards disability. This paper explores the issues and the obligations HR professionals have to ensure fair workplace employment practice as well as the attitudes that make this issue so emotive to many.
LOSS: LayOff Survivor Sickness
Layoff Survivor Sickness (LOSS) is the set of attitudes, feelings and perceptions of those who survive not being laidoff. The benefits of employee engagement have been well documented and extolled over the last 5 years. However, LOSS has a shattering impact on the psychological contract that underpins employee’s levels of engagement with their organisation. This white paper reviews the negative actions taken by companies in response to the economic crisis and discusses the very real impact of LOSS in the current environment.
Employee Engagement: Leadership Styles and Dysfunctional Management Practices
1 in every 4 workers in the Australian workplace takes time off because of stress. The cost of dysfunction in the form of workplace stress and bullying Australia wide has been estimated at $36b. This white paper considers the leadership styles associated with positive and negative organisational outcomes and focuses on 2 critical aspects of dysfunctional management/leadership practices, that is, Workplace Stress, and Workplace Bullying.
Corporate Integrity and Employee Engagement
Employees and reputation are vital to competitiveness and profitability. This white paper analyses the research and reflects on the importance of integrity, reputation and values, concluding that ethical practices can optimise the efficient functioning of an organisation, i.e. ethics are good business.
Soft Assets, Hard Profit Outcomes
The assets entrusted to managers and supervisors in order to achieve business unit goals and organisational objectives comprise both ‘hard’ and ‘soft’ assets. This paper identifies the key soft assets and argues the significant impact they have on the bottom line. The research clearly illustrates the success of those organisations that pay serious attention to their soft assets!
Linking Profits to People
The application of innovations in management theory in the last 20 years has show that competitive advantage and profitability has shifted to those organisations that have strategically used: their size and scale, coupled with, their human talent to generate new value propositions; both tangible and intangible. This white paper reflects on the financial performance of the world’s largest corporations and shows that a people-orientated business can have a major impact in creating value and profits.
Effective Decision Making
We make decisions every day. Some are obviously better than others. This white paper sets out common problems traps and solutions to effective decision making.
Employee Engagement: Role of Line Managers
Equipping managers and supervisors to manage the ‘human’ side of their staff can have great financial benefits to their organisations. This paper reflects on how ill-equipped most line managers are in people development while noting just how critical HRM is to the bottom line. It contains a number of startling statistics.
The 21st Century Organisation
Boardrooms face new and different challenges and opportunities to previous generations and successful organisations inevitably have to be different. Those that do it ‘smart’ will have great commercial advantage, particularly those that recognise the huge potential of the management of ‘humanness’. This white paper reviews the history of management theory and the tried and true methods that have seen us through over a century of modern management and postulates that these are no longer enough. It considers how 21st Century organisations will need to move their management practice to be successful in the future.
Followership and Employee Engagement
Followership is a fundamental dimension of human organisation; without it organisations would soon degenerate into chaos. Whilst libraries are filled with texts on Leadership remarkably little attention has been paid to the equally important Followership. This white paper considers the importance of followership and its impact on employee engagement. It is a must read for all HR practitioners!
The War for Talent, Generational Management, Employee Value Proposition
Superior talent is the prime source of competitive advantage. Companies with superior employee value propositions have a compelling answer to the question, “Why would you want to work here?” This white paper considers the Brand Employee Value Proposition, outlining what it is and how it can work for your organisation.
Employee Engagement, Issues and Drivers
Employee Engagement (EE) is becoming the ‘flavour of the month’. More and more companies are recognising the importance and value in having an engaged workforce but regretfully some companies are just seeking quick fix solutions to complex organisational issues. With over 300 levers or factors which effect and drive Employee Engagement it is understandable that companies find it all to hard. This white paper provides you with the opportunity to rate each of the top 25 levers of EE in your organiastion to get a snapshot of how your company performs in EE.
Employee Engagement 1
Imagine what could happen if an organisation had a fully engaged workforce? This white paper, the first of three in a series on employee engagement, considers the three levels of engagement and the impact each has on the bottom line business performance. Disengagement is a real problem that comes with massive recurrent costs. Remedial action to minimise disengagement can have a major impact on redressing recurrent bottom-line performance.
Employee Engagement 2
In 2003 Towers Perrin HR Services released its Working Today: Understanding What Drives Employee Engagement Report. This comprehensive report, surveyed 35,000 employees in US companies. This whitepaper, the second in a series on employee engagement, reviews the key findings of the report and reflects on the critical message for HRM in the Australian context.
Employee Engagement 3
The more people’s workplace needs and wants are satisfied the more they become engaged. The more they become engaged the greater their discretionary effort – effort above their job description. This white paper, the third in a series on employee engagement argues that by improving the levels of employee engagement from indifferent or destructive to committed and fully committed this will impact both staff and management which means a more productive culture and better organisational outcomes.