Developing technology skills in HR: a new framework
A new HR technology competency framework helps organizations develop professionals who bridge HR and IT expertise. The framework covers four key competency areas—organization, systems, people, and method—to prepare HR departments for digitally-led futures.
Risk management is not just about threats, it’s about innovation too
Risk management extends beyond threat mitigation to embrace innovation opportunities. Boards that view risk solely as threats to avoid often miss strategic advantages, while companies that ignore emerging opportunities—like Kodak ignoring digital photography—face greater long-term risks in today’s rapidly evolving business environment.
I want to go to the office today….yes, really, I do
Employees now have unprecedented workplace flexibility, prompting organizations to rethink how to create offices people actually want to work in. Neil Usher explores how to design compelling workplaces that boost wellbeing, productivity, and retention across any budget or sector.
Autonomy in the workplace has positive effects on wellbeing and job satisfaction
Research examining 20,000 employees found that workplace autonomy significantly improves wellbeing and job satisfaction. Managers reported the highest autonomy levels, while lower-skilled workers experienced substantially less control over tasks and schedules, highlighting disparities in work quality across job levels.
Performance management: the new triple bottom line
Modern leadership success requires more than financial metrics. The new “triple bottom line” measures social capital, value creation, and economic health—balancing human-oriented outcomes with financial results to evaluate managerial performance.
Good interactions don’t counteract bias: why people steal petrified wood
Unconscious bias training is ineffective at reducing discrimination and may even worsen biased behaviors, according to diversity expert Simon Fanshawe. Instead of training programs, organizations need systemic changes that remove bias from decision-making processes themselves.
Crying at work: new research reveals insight
New research reveals that 41% of women cry at work annually, mostly due to frustration, disappointment, and feelings of powerlessness rather than personal tragedies. Despite these common emotional responses, crying women face harsher judgment than men, reinforcing workplace perceptions of emotional weakness.
Brain-savvy Woman: a two-in-one guide to the neuroscience that can help your career
Brain-savvy Woman explores neuroscience-based strategies to overcome gender bias in the workplace. This two-in-one guide combines research on gender bias with practical survival and thriving strategies for both men and women seeking more fulfilling careers.
Resilience at work: the building blocks you need for focus and productivity
Build workplace resilience by recognizing change as constant, developing self-awareness of stress triggers, and choosing to respond rather than react. These three building blocks help reduce burnout, improve productivity, and strengthen team focus in today’s demanding work environments.
Gig economy and HR: how to make it work
The gig economy is reshaping workforce composition, with contingent workers projected to outnumber permanent employees by 2027. HR leaders must rethink fundamental practices around job structures, performance metrics, and value propositions to effectively manage mixed permanent and flexible workforces while driving strategic business value.
How to develop an effective health and wellbeing strategy
A comprehensive health and wellbeing strategy goes beyond surface-level initiatives to demonstrate your company values employees’ health both at work and beyond. Developing a cohesive strategy helps clarify objectives, prioritize interventions, and measure effectiveness across five key stages: planning, securing management buy-in, developing strategy, implementation, and evaluation.
Shared parental leave: why businesses need to do more to make it work
Shared parental leave, introduced in 2015, has achieved only 2% uptake despite government promotion efforts. While pay differences aren’t the main barrier, workplace culture and societal concerns about commitment prevent parents from using this flexible childcare option, requiring businesses to do more to normalize shared parental responsibilities.
GDPR: how HR can embrace it as a catalyst for positive change
GDPR compliance can help HR departments improve data processes, strengthen employee trust, and identify business opportunities like untapped staff skills. By embracing better data practices and transparent communication, organizations can turn regulatory requirements into a competitive advantage.
How is the gender pay gap impacting the migrant female workforce?
Migrant women in the UK face compounded pay discrimination due to both the gender pay gap and restrictive immigration rules that limit their work rights and career progression compared to male migrants and domestic workers.
Can part-time professionals avoid doing a full-time job for part-time pay?
Part-time professionals often face delivering full-time workloads for part-time pay when employers fail to redesign jobs during the transition. Research shows collaborative job design—redistributing tasks across teams—is essential to make part-time work sustainable and prevent career setbacks.
Bridging the gap – lessons to be learnt from gender pay gap reporting
Mandatory gender pay gap reporting reveals a 26% average disparity across UK employers, with men concentrated in senior roles and receiving higher bonuses. Addressing this systemic inequality requires action from both employers and government to understand why women face career progression barriers.
How to take the grief out of grievance
Traditional grievance procedures are adversarial and ineffective at resolving workplace conflict. Forward-thinking organizations are adopting person-centered resolution policies that encourage dialogue and safe engagement between parties, delivering faster, lasting solutions while remaining compliant with employment law requirements.
Diversity networks: five opportunities for HR
Diversity networks create structured opportunities for underrepresented employee groups to address workplace concerns and drive organizational change. HR can leverage these networks for targeted representation, consultation on policies and communications, and valuable insights that strengthen inclusion efforts and benefit the entire organization.
How HR can equip line managers to cope with conflict
HR can help line managers resolve workplace conflicts early by providing training, support, and streamlined policies that encourage open dialogue rather than formal procedures. When managers feel equipped to address disputes directly, conflicts are resolved faster, preventing escalation and protecting team productivity and morale.
Collaboration: the three questions you should be asking
Collaboration is essential for business success, with 86% of global leaders viewing it as critical. However, implementing collaborative practices requires addressing key questions about employee engagement, workforce skills, and organizational readiness to ensure meaningful change.
