Business leaders struggle with a number of questions around hybrid work, but there are answers in optimal organisational design, productivity, and workplace culture

The COVID pandemic impacted the careers of women and men differently, and there are important lessons in this for the future, writes UNSW Business School’s Karin Sanders

AI can help organisations anticipate employee turnover and significantly improve retention rates, write UNSW Business School's Andrew Dhaenens, Mary-Anne Williams and Karin Sanders

Business leaders looking to retain top talent must create enticing hybrid work environments that meet workers' needs for autonomy, support and genuine connection

The Business of Work (episode 1): It’s been almost three years since office workers were told to pack up our laptops and head home. Is working from home working for business?

Depending on your age and years of experience, taking on lateral job opportunities (as opposed to waiting for a promotion) may hold the key to your long-term career success

Is there such a thing as being too enthusiastic in a job interview, and how should hiring managers assess candidates on this?

As environmental disasters become more frequent, the role of sustainable human resource (HR) practices will be critical in supporting the wellbeing and safety of workers

While four-day work weeks are the norm for employees in some countries around the world, it may be some time before this becomes a reality for workers in Australia

Many organisations and their managers need assistance with understanding and implementing optimal hybrid working arrangements

Organisations and their leaders need to adapt to new ways of working and hybrid work relationships, write UNSW Business School’s Karin Sanders, Andrew Dhaenens and Patrick Sharry

By prioritising projects, communicating the 'why' and truly recognising how individuals perform under pressure, leaders can encourage their teams to work effectively and minimise the risk of burnout

The key to creating trust as a leader is clear communication – even in times of uncertainty when you don't have all the information

As crises such as the COVID-19 pandemic emerge and evolve, leaders should utilise these Human Resource (HR) strengths to communicate critical information to employees

Businesses and their HR teams can take advantage of 'skunk works' to improve people management outcomes during challenging times, writes UNSW Business School's Karin Sanders

Coronavirus has hit Australia's job market hard. One solution is reskilling and retraining the workforce for the future labour market, but this brings other unique challenges for employers

The coronavirus pandemic has challenged organisations in unprecedented ways, but leaders can take a number of steps to successfully manage their organisations and workforces past the pandemic, according to UNSW Business School

There are nine commonly-used practices that HR departments use to effectively support employees who are victims of domestic violence, recent research has found

Clear messaging needs to be distinctive, consistent and consensual

The yield of people analytics can be too much information

A chronic failure of HR management needs to be corrected

Victims have to cope alone when managers lack relevant training

HR policy should translate into practical care of co-workers

But too many rules can stifle the freedom to try new things

Build consensus with a distinct, visible, consistent message

New research realigns the role of performance appraisals