All businesses want to attract and retain the right talent, it’s one of the most fundamental drivers of organisational success. However, today’s labour market is becoming increasingly competitive, fuelled by talent shortages, wage growth and a record low national unemployment rate...
All businesses want to attract and retain the right talent, it’s one of the most fundamental drivers of organisational success. However, today’s labour market is becoming increasingly competitive, fuelled by talent shortages, wage growth and a record low national unemployment rate...
Queen Elizabeth’s 70-year reign leaves a lasting legacy of endurance, dedication and service. By all accounts it was a long stint in the top job of the monarchy - average CEO tenure in New Zealand is around 6 years. Here’s our take on leadership lessons we can learn from arguably the most well-known ‘leader’ in the world.
Over the past two years, workplaces have changed in ways previously thought unimaginable. While pandemic restrictions are nearly non-existent, there’s been a big shift in businesses adopting some variation of hybrid working - a combination of in-office and remote workdays - for the long-term.
You’ve got a standout HR initiative that will make a meaningful difference to the workplace but to press go you need to win the hearts and minds of your leadership team, because their support (both emotionally and financially) will be fundamental to its success. How do you succeed in gaining buy-in?
Love or loathe them, performance reviews can be a powerful tool for fostering the growth and engagement of your team as well as contributing to company culture and productivity. Overtime however, they can become routine or stale and lose their impact.
The way we plan or design an organisational structure often starts with the best intentions, aligning roles and processes with broader strategy, however over time priorities change and the structure evolves into something either overly complex or completely misaligned with strategic imperatives.
The challenges of attracting and retaining talent are shining a spotlight firmly on performance-based compensation programmes. The employee benefits that truly matter to people have changed, unfortunately most reward strategies have not.
The performance of an organisation can be influenced by many events, not all related to the efforts of a CEO. This can mean some leaders receive too much credit for success while others face the blame for poor organisational performance. Which begs the question, are CEO performance evaluations relevant?
We’re all vulnerable to the stress and strain of everyday life, balancing work and personal lives while also coping with the impact of a global pandemic and lockdowns that restrict our usual freedoms. At times, this can manifest itself in feelings of disengagement which effects both our wellbeing and sometimes, our work performance.
