The sudden realisation that there are only so many books he can fit into the rest of his life triggers memories for Neville Aitchison and reminds him that we are the people we meet, the books we’ve read and the experiences we have.

An award-winning flexible work policy at URS can be attributed to three “C” words — communication, consistency and consideration—the organisation’s HR manager Tony Brown tells Renee Lang.

Developing a sustainable business policy makes smart business sense. And as Sally Wenley discovers, it’s not just about environmental sustainability but also social responsibility and sustained economic growth.

People want to believe that life has some higher meaning, says Kate Billing. More and more of us are looking at how our work helps us achieve that—as individuals and as a community. The companies that embrace this mood will be the ones to survive, thrive and lead the way in our new conscious and connected world.

Businesses are radically rethinking their way of working in a changing environment. But what is the role of the workplace itself in today’s organisations, and how do we maintain the culture and soul of a business, asks Kelly Cameron.

Making good use of mobile and online technologies means Powershop staff from around the country can work from home while staying connected to ensure they provide their customers with the best of service. Peter Graczer reports.

Employees who have control over the design and layout of their workspace are happier and more productive, according to recent research from the UK. Dr Craig Knight tells Lyndsey Swan how empowering people by letting them personalise their space makes all the difference.

Young Pacific people are an increasing proportion of New Zealand’s labour force—but we don’t know much about what promotes their engagement at work. Twenty young Pacific workers and managers of Pacific workers have shared their thoughts in a recent EEO Trust research project. Julie Middleton reports.

According to one recent commentator, workplace cultures need to evolve. The problem is, says Terry Williams, bosses already imagine they have. What are the categories of workplace culture, where are you and where should you be?

Understanding your company’s brand personality provides a new opportunity for human resources to help grow the business, says John Laurent. When it comes to client perceptions, who you are is more important than what you do.

Casual work can sometimes morph into permanent employment, so where do you draw the line? Greg Cain and Rachel Paterson take a look at two recent cases that demonstrate the traps that can arise when dealing with casual workers.

Marc Thompson discusses the current shortage of leadership capabilities and how a scientific approach to talent management can help organisations bridge the gap between generations and prepare them for a sustainable future.

Curiosity may have killed the cat, but if we don’t ask questions we’ll never learn. Karen Boyte considers two questions, asks a few more, and discusses how to get answers that matter.

An organisation’s brand plays a key role in attracting both customers and great people to work for it. But what can HR do to build your brand? Catherine Taylor shares the Kiwibank approach to an important challenge for today’s organisations.

The connection between leadership, culture and performance is strong and organisations with constructive cultures have greater chance of success. But, says Shaun McCarthy, culture change is a long game not a short game.

It’s important not to lose your cool when investigating misconduct, and to take advice when responding to personal grievances, says Paul Robertson. He looks at a case where a chief executive instructed other staff not to offer support to an employee who had lodged a grievance.