For some senior leaders, this could be the role of a lifetime. The Prince and Princess of Wales are advertising for a CEO to join the team at Kensington Palace, symbolising an era of change for the...

Evolving the HR operating model is a strong calling for the people profession and not, as some might have you believe, more HR for HR’s sake.

In the previous column of a potential new model for HR, people and culture teams, we explored the ubiquity of HR business partners in HR 3.0 and their transience, versatility and a key focus on...

Workplace conflict happens in all organisations. Contrary to what many of us believe and often experience, conflict is normal, inevitable and not inherently negative.

There is much talk about the mental and physical costs of living and working in a VUCA (volatile, uncertain, complex and ambiguous) world but change in the workplace can also be extremely good for our...

One of the advantages of having worked in retail management prior to completing my masters in occupational psychology, was the opportunity to identify why some of my previous approaches to management...

Building resilience among senior executives is a global imperative. Countless think pieces talk about how it is a key characteristic and predictor of success for high performing leaders. 

We know the power of a great workplace culture. Higher engagement and belonging, leading to greater productivity, problem solving, collaboration and results. 

In my experience, HR professionals use a variety of models to support them when undergoing a change management project, from Kotter’s eight-step model, ADKAR to McKinsey 7S model and many others.

Around the world, many organisations are already making posts redundant, with layoffs in the tech industry grabbing the headlines.  For those without a job, the future may not look bright, but life is...

Elon Musk’s tumultuous takeover of Twitter shows why the spotlight is never good for governance. He may now be the poster boy for governance mishaps, but he isn’t the only one to have let fame get in...

Everyone loves a game of boardroom bingo and we all know a middle manager who spouts corporate cliches to cover up the fact that they have no ideas of their own.