All too often, people in organisations are put in boxes. Because they serve in a particular role, their contributions are presumed to be limited to that role. Neville Aitchison thinks outside the box as he considers the limitations of organisation charts.

Getting paid with money means we have to endure dealing with banks. Terry Williams wonders whether there are some innovative alternatives to stone-cold cash.

Too often, employees take intangible benefits for granted. What’s more, they’re not valued in the same way as tangible benefits. Organisations must communicate to ensure staff understand the true value of the benefits they offer, says Simon Woolley.

Steve Hart discovers that some HR managers are being sent crippling numbers of job applications, and that while they need to keep a firm grip on who to hire, they also need to keep an eye on the company’s reputation.

When it comes to reward and recognition, does higher pay naturally lead to better performance? Ruth Donde and Graham Hart compare what science knows with what business does and find that doing things for intrinsic reward is a preferable approach.

Until recently staff wellbeing lay within the purview of the HR department; however, it’s currently poised to become a boardroom issue if overseas trends are any indication. Peter Tynan examines the motives behind workplace wellness.

Many organisations see reward investment as an unavoidable cost of doing business, not a way to attract and retain staff. Siobhan Spiro shares some simple and inexpensive ways to squeeze value from your reward investment—without investing more.

Fundamental changes to the way people work are having a profound effect on social structures and generating a large new social group which has no expectation of stable employment, according to speakers at a recent symposium. Jackie Brown-Haysom reports.

Today’s middle managers are responsible for keeping the day-to-day business running smoothly, maintaining a productive and happy workforce, and implementing strategies. Wayne Goodley explains why thinking agility is critical to their success.

It’s many years since Alan White was ordained into the job-sizing priesthood and given powers that many shamans would have died for. But times have changed, he says, and it’s no longer enough to be jealous guardians of a sacred knowledge.

Both sides were at fault when the relationship between a teacher and her employer broke down; however, it was the teacher’s unwillingness to work collaboratively and be part of a “team game” that saw her dismissed, says Paul Robertson.