The book has a long story to tell, from the invention of writing to today’s digital products. But, as Neville Aitchison asks, is it just the technology that’s changing, or is the story changing as well. And are we up for a terrifying and exhilarating future?

Staff at Te Papa are passionate about creating a fantastic experience for visitors. The museum’s corporate services group director Brighid Kelly talks to Helen Frances about what makes “Our Place” such a special place.

Alliance contracting has been the catalyst for a quiet revolution in infrastructure development over the last decade, ensuring major projects come in on time and on budget, says Iain McCormick. Collaboration and teamwork are critical in building successful project teams, he says, and alliance coaching has a key role to play.

By 2050, the ratio of productive workers to dependent population is expected to drop to just over 2:1. While this may be mitigated by older workers staying on in the workforce, there is little evidence of any real strategic thinking about how to manage this reality, says Kaye Avery.

New Zealand and its workforce have never been so diverse. Managing this diversity is a continually evolving challenge with real business impact, says EEO Trust chief executive Philippa Reed. But what does good diversity management look like—and what are the consequences if it’s not handled well?

Implementing workplace flexibility takes some hard thinking, but it’s worth it, says Margie Wheeler. There are plenty of skilled workers keen to work flexible hours—and employers tapping into this resource are reporting positive results.

Does your organisation employ any foreign nationals? If so, then you need to be aware of impending tighter requirements on employers. Nicola Appleton outlines the changes to the Immigration Act and what you need to do to avoid fines.

Recruiting staff for some short-term assignments recently has led John Gill to muse on graduates, what to say in an interview, and the enthusiasm of those who turn up—on time if you’re lucky—seeking a job.

The Warehouse’s parenting programme for staff has taken the top gong in the EEO Trust Work & Life Awards 2010. Chief executive Philippa Reed explains why.

When it comes to traumatic and stressful events in the workplace, what support must you provide to your employees? Employment lawyers Sean O’Sullivan, Natalie Shaw and Joseph Lill examine three recent cases.

An employee development programme at healthcare company Bupa Care Services is empowering staff to develop their own career path, and is resulting in improved service for residents in its facilities, says Lisa Chambers.

In too many organisations, performance appraisal is a once-a-year, one-way report card, says Karen Boyte. Performance management, on the other hand, is a two-way, continuous process of observation, conversation, thinking, planning and coaching that takes place throughout the year.

CEOs have a unique and influential role to play in workplace safety and the value placed on it by their people. Francois Barton explains how a new leaders’ forum aims to capitalise on this influence and seek new approaches to perennial challenges.

Mentoring is a valuable tool in career development, but it’s also become big business. Thank goodness, says Beverley Main, for the wise and trusted mentors in associations like HRINZ who are motivated by a desire to help not just the individual but also their profession.

Magic happens when you identify how your business fulfils the needs of employees, customers and investors in ways no other business can, says Kate Billing. This is when you can really connect with your employer brand mojo.

Staff churn is higher in IT than any other sector and, with the recession over, demand is already exceeding supply, says Grant Burley. It’s a challenge that needs addressing not just by employers, he says, but by the whole country.

While employers are often confident in their employees’ ability to understand health and safety policies, workers are less sure. Angela Gregory reports on a recent study, and on research into the way people make risk-based decisions and the impact this has on their safety choices.

Taking a “let’s see how things go” approach is not a genuine reason for a fixed-term contract, says Paul Robertson. He explains how doing so turned out to be a costly learning experience for one company.