Gone are the days where top candidates eagerly await to hear from an employer. Now, thanks to skill shortages, workplace needs and technology advances, the very best candidates are in the position of power, often being able to choose the
We are operating in a business environment that is demanding more from our leaders than ever before. Executives need to be able to innovate, influence and pivot at an unprecedented rate all the while managing more significant risks, regulations and technological change.
While the Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry has now concluded, the revelations of decisions made and actions taken to pursue short term profit at the expense of honesty, remain front of mind.
Let’s face it; no one enjoys sitting an employee down and telling them they no longer have a place in the company because their position has been made redundant. Unplanned redundancy conversations can be hard and challenging, and you can encounter some pretty big emotions.
During the restructuring process, there are five R's of change you need to manage effectively to maintain productivity, performance, and profitability in your organisation - resistance, redundancy, redeployment, re-engagement and retention. Here's how to set your organisation up for success through change.
With the push towards greater efficiency and a drive towards better-utilising technology within the HR industry, many companies are beginning to consider taking the ‘human’ element out of human resources, particularly when it comes to hard conversations like involuntary redundancy and the ongoing support that follows through career transition.
In the wake of restructuring and redundancies, your surviving team can frequently be left shaken and riddled with guilt.
During change and restructure it’s not unusual for trust to be broken between staff, the management team and even your customers. But how do you start to win it back to protect your employment brand and reputation?
As the planning stages of a new year commence, many management teams will be faced with the decision to restructure their organisation to better manage downturn or accelerate growth.
With the current business environment driven by disruption, innovation, and efficiency, restructures and redundancies are inevitable. Although redundancies can be a common, and necessary option to ensure business survival and growth it can often expose your organisation to risk and reputational damage.