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People & Culture

Five key trends shaping the new world of work

By Business, Operations, People & Culture

The rise of platform companies has revolutionized employment norms, with digital skills taking center stage. As industries undergo digital transformations, organizations are becoming technology-driven entities, emphasizing the importance of digital skills in the workplace. Employability is no longer solely dependent on soft skills like communication and critical thinking but is increasingly focused on utilizing digital technologies such as AI, robotics, and IoT. This shift underscores the need for workers to adapt to emerging digital platforms to remain relevant in today’s evolving job market.

‘Power has shifted’: Big change coming to Australian workplaces

By Business, Operations, People & Culture

Australia’s job market dynamics are undergoing a significant shift from employee empowerment to employer favoritism, fueled by factors such as the cost-of-living crisis and a fear of job cuts. A report from people2people Recruitment indicates a transition where job seekers prioritize stable, long-term opportunities over immediate perks, contrasting with earlier trends of heightened salary and benefit expectations. The evolving landscape sees employers gaining negotiation power, leading to increased competition among job seekers for fewer positions. Consequently, job seekers are advised to manage their expectations during the job search process. Employers are now leveraging this power shift to make demands previously resisted by employees, including reducing remote work options and increasing performance expectations. As the focus shifts from remote work back to the office, employees are urged to adapt to higher performance standards and demonstrate tangible contributions to workplace culture. This shift may influence promotion decisions, with employees who contribute more holistically to the organization being favored. Despite this power shift, maintaining a fair and balanced work environment remains crucial for organizational success, emphasizing the need for a mutually beneficial relationship between employers and employees.


Optimising your Remuneration Strategy to Enhance Talent Management

By Business, People & Culture

This white paper highlights the crucial challenge faced by Not-for-Profit (NFP) organisations in attracting and retaining quality talent due to financial constraints and competitive pressures, emphasizing the necessity of strategic remuneration strategies for sustained success. It discusses the specific considerations for NFPs in tailoring such strategies, emphasizing the importance of clarity in Employee Value Proposition (EVP) and efficient resource allocation. Strategic compensation approaches, including benchmarking, performance plans, and benefits optimization, are proposed to enhance sustainability and growth. The paper also addresses common challenges like misaligned salaries, disparity in pay, and inconsistent compensation, offering strategic solutions such as improved recruitment and retention, financial sustainability, and strengthening reputation through transparent and equitable pay practices. It suggests a strategic remuneration review, ideally conducted with specialized consultants, to optimize talent management practices, ensuring fair and competitive compensation packages aligned with organizational goals and best practices while enhancing employee engagement and retention.


The shape of talent in 2024

By Business, People & Culture, Workplace

McKinsey partners Bryan Hancock and Brooke Weddle, reflect on the trends that shaped the talent landscape in 2023 and discuss those likely to define it in 2024.

They delve into the impact of generative AI on talent functions, emphasizing HR’s adaptation and the evolving skill sets required.

Additionally, they highlight the pivotal role of middle managers in navigating technological transitions and fostering team well-being. The conversation also addresses the equilibrium of hybrid work models, with insights into office attendance trends and strategies for supporting employee engagement.


6 Workplace Trends Leaders Should Watch in 2024

By Business, Operations, People & Culture, Workplace

In 2024, there’s a significant shift in employer-employee relationships, influenced by evolving workplace logistics, trends and dynamics.

Gallup’s research highlights the crucial role of management in employee engagement and well-being, overshadowing the impact of work location.

As organizations undergo transformations, many employees, including managers, experience stress and disconnection. To navigate this landscape, leaders must adapt management strategies.

Key trends include rising global worker stress, slow recovery of employee engagement, the need to restore trust in leadership, challenges faced by managers, the importance of a long-term hybrid work strategy, and fostering a positive hybrid work culture.


Fighting Loneliness on Remote Teams

By Business, Mental Health, People & Culture, Personal

Remote work offers many benefits, but the lack of community – compared to in-person environments – can cause some workers to feel isolated and lonely. These feelings can impact job performance, sometimes significantly.

This article will share four evidence-based strategies that leaders and managers can use to build community in their remote teams. These strategies include reflecting on what’s working for your team, recognizing your team in a meaningful way, providing support for career development, and communicating with your team as a whole person.

Building a community in a remote environment requires innovation and intention, but getting started only takes one act.

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5 Well-Intentioned Behaviors That Can Hurt Your Team

By Business, People & Culture

Most people can spot a toxic leader and connect the dots on why and how they are causing damage. But it’s much harder to recognize when well-intentioned leaders are actually hurting their teams because they aren’t aware of their negative impact, and team members aren’t always comfortable pushing back.

If you’re a manager with a strong desire to be helpful to your team, be aware of these five common ways you may inadvertently hurt them despite your best intentions.

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5 Strategies for Improving Mental Health at Work

By Business, People & Culture, Personal, Wellness & Wellbeing

Companies are investing in — and talking about — mental health more often these days. But employees aren’t reporting a corresponding rise in well-being. Why?

The author of this article, who wrote a book on mental health and work, explores several key ways organisations haven’t gone far enough in implementing a culture of well-being. She also makes five key suggestions on what they can do to improve the mental health of their employees

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6 Common Leadership Styles – How to Decide Which to Use

By Leadership, People & Culture, Personal

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organisational dynamics, or a turn in the business cycle.

In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one.

The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organise, motivate, and direct your team.

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How to Discuss the Undiscussables on Your Team

By Business, Leadership, Operations, People & Culture, Personal

Surfacing the ‘undiscussables’ on your team may be uncomfortable, but it must be an ongoing campaign, or they will sneakily build up in the background and impact your employees’ morale.

In this article, the author explains how to spot the classic signs of undiscussables — meetings marked by quick consensus, a lack of productive debate, or uneven participation — and offers strategies on how to uncover those unexpressed thoughts and feelings to help your team work more productively.

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