Conflict is an inevitable part of our lives, yet many of us are not adept at dealing with it effectively, says Neville Aitchison. Before it turns into the stuff of nightmares, he suggests you pause, make a couple of calls, and wait … until the right words come.

The South Taranaki District Council has been the only public sector organisation to make the finals of the Best Workplaces Awards in the past two years. Nigel Carter discovers that great attitude is the key to this “can do” council’s success.

As Christchurch workplaces cope with the aftermath of the recent earthquake, businesses around the country are examining their readiness to deal with disaster and do the best for their staff. Sally Wenley finds compassion, communication and a business continuity plan are the keys to recovery.

However hard we try, we’re not likely to remove conflict from the workplace. But, says Penny Mudford, the skills for managing and resolving conflict can be learned. She outlines some tools and techniques for shifting people on from destructive behaviours and attitudes.

360-degree feedback enhances self-awareness and improves on-the-job performance, but it also has pitfalls, making it important to manage the process carefully, say Sue Sommerville and Dr Glenn Brown. They explain how to get the best from the process.

There’s nothing wrong with reward strategies that include generous benefits and incentives—unless, of course, a culture of entitlement develops. Una Diver looks at why this happens and what you need to do to fix it.

As salary expectations rise post-recession, employers need to consider other ways to reward their employees, says Sarah Barnaby. To stand apart from competitors, and deliver the best results all around, they will need to provide a benefits package that is unique to the wants, needs and desires of each person they employ.

The recent past requires businesses to reassess their employment reward systems to meet the challenges that will confront them in the immediate future, including the government-initiated programme to significantly improve productivity, says Geoff Summers.

Work groups don’t become teams just because they are given the name, says John Gill. What’s more, there are different sorts of teams and the skills and leadership of these teams should differ.

A recent Court of Appeal decision on sleepovers means many more employees are likely to be “working” than was originally thought. Charlotte Parkhill outlines the ramifications and says employers should consider what risk they are willing to take.

Judy Dell explains how the recent amendments to the Employment Relations Act will assist workplaces to deal with conflict constructively and improve workplace relationships.

Having a good development plan in place helps staff improve their skills and knowledge and give their best performance, says Tony McKone. He presents his view on the benefits of continuing professional development for HRINZ members.

The world has changed since the global financial crisis and a new trans-generational, multi-national group—Generation G—has emerged. Motivated by generosity not greed, its members want to make a positive difference. Kate Billing explains what this means for your employer brand.

Employees at Bupa Care Services are doing their Personal Best, says Lisa Chambers. She reports on a personal development programme that has led to greater self-esteem and confidence for many, along with enhanced team spirit and improved quality of care.

Putting together a “toolkit” for managers is ineffective if it is done in isolation, says Karen Boyte. She recommends a tailored development plan and says strong support from HR will help new and existing managers to quickly become effective in managing their teams.

Paul Robertson examines two cases where boards have investigated historical incidents involving staff. He says the outcome depends on whether or not the incident was investigated at the time and whether there is significant new information.