Strategic HR

Employees with invisible disabilities left to source workplace support alone

More than two thirds (67%) of employees with invisible disabilities say they have to source support and reasonable adjustments at work alone.

Blame is attributed differently to male and female leaders, study finds

New research has found female leaders are given the benefit of the doubt when they do not achieve positive results, with failures put down to bad luck.

HR professionals should lead the way in creating a more inclusive workforce

Fewer than two-thirds of young people from lower socioeconomic backgrounds think a satisfying job is open to everyone if they work hard enough.

HR Most Influential Podcast: Putting the ‘S’ in ESG with Neil Morrison

The HR Most Influential Podcast has gone live with an interview with Neil Morrison, director of HR at Severn Trent and two-time HR Most Influential Practitioner.

Worker demand plateaued from January-April 2023

The number of active job postings has remained stable and above 1.4 million since January 2022, according to April’s Labour Market Tracker from the Recruitment and Employment Confederation (REC).

How should HR support employees with postpartum depression? 

According to the World Health Organisation, almost one in five women will experience a mental health condition during pregnancy or in the year after the birth of their children.  

Climate-quitting: what is it and why it matters to HR leaders

Environment, social and governance (ESG) was first coined in 2004 but largely hovered under the radar for the following decade.  

Workplace conflict costs the UK £28.5 billion a year

More than one in three workers experience conflict at work at a cost of £28.5 billion per year in the UK, according to research by advisory group ReWAGE.

Co-op introduces flexible compassionate leave

Co-op, the consumer co-operative, has launched a new compassionate leave policy offering more flexibility and paid leave.

Why we need a new model for HR: part 2, outlining HR 3.0

In the final part of the first instalment of this series, I left readers to ponder three things, one of which being a departure from three verticals in the existing dominant business partner model.

Why we need a new model for HR: part two

In the final part of the first instalment of this serialisation, I left readers to ponder three things, one of which being a departure from three verticals in the existing dominant business partner...

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From toxic to trusted: how Corinne Mills turned culture around at Alzheimer’s Society

Many HR leaders like a challenge but it takes real grit to tackle allegations head on. The HR lead at Alzheimer’s Society speaks to Beau Jackson