Effective leaders may have an eye on the prize, but they also need to be able to ask questions, and to recognise emotions and adjust their actions accordingly, says Terry Williams.

Mercury’s Marlene Strawson put the company’s award-winning rebranding initiative down to expending the same level of time, energy and resources on its people as on the external rebrand. Raewyn Court reports.

Not everyone is self-aware, but to be a truly effective leader, self-awareness is crucial. Alyson Garrido looks at why a readiness to learn and staying open to new ideas and experiences are a leader’s greatest assets.

We cannot solve many of today’s and tomorrow’s challenges with old thinking, say Ruth Donde and Graham Hart. We need leaders with novel ideas who can inspire and motivate.

A new breed of digital HR tools is creating a people-led business revolution and providing a constant read on the HR health of an organisation, says Jude Manuel.

Learning needs to be online and readily available via consumer tools like tablets and smartphones, but access does not always equal learning, says Olivier Pestel. Creating a true culture of learning is about more than simply opening channels.

The introduction of artificial intelligence into the employment market brings both challenges and opportunities for HR. It’s time to embrace the technology and create AI-powered solutions, says Paul Findlay.

Blockchain technology has already had a huge impact on the world of finance. But it might not be long before its influence is felt in HR and recruitment as well, says Nick Deligiannis. He explains how.

By becoming a chartered member of HRINZ, HR practitioners can now clearly demonstrate their leadership, competence and commitment to professionalism and ongoing career development, says Baubre Murray.

Why, in a country that punches above its weight for international competitiveness and business innovation, does the gender pay gap persist, asks Kat Doughty. And what can employers do to change this?

At some point in your career, you may be asked if you’d like to become a trustee or director on a board. When transitioning into a governance career it helps to have a professional road map. Sarcha Every discusses the different avenues.

Can a casual employee raise a personal grievance? This question was answered in a recent decision of the Employment Relations Authority. Paul Robertson outlines the lessons to be learned.