Once upon a time, to encourage productivity, you could offer an extra couple of chickens. But what does it take now to make us bust a hump, asks Neville Aitchison. State-of-the-art barbecue anyone?

New Zealand Post has created a high performing culture at a formerly “toxic” branch. Chris Fitzgerald and Rachel Hathaway explain the award-winning initiative to Miriam Bell.

Giving staff a pay rise may be out of the question right now, but as Steve Hart reports, there are plenty of imaginative things employers can do that can deliver tangible results for their employees.

Problems involving people are undoubtedly the toughest challenges in our working lives. Mediator Paul Hutcheson offers some practical advice on how to handle difficult people in the workplace.

Informal, low-level dispute resolution has been a constant feature of New Zealand’s employment relations for the past 100 years, say Peter Franks. He discusses the benefits of getting an outcome everyone can live with.

Toxic staff are profit saboteurs whose behaviour has a debilitating effect on people and organisations. But Drs Elizabeth Holloway and Mitchell Kusy have developed a strategy to prevent their toxicity spreading throughout the company.

The market decline has brought some relief from the excesses of the last decade, and a golden opportunity to tackle some infrastructure issues that will ensure companies come out of the recession in good shape, says Susan Doughty.

It’s a tough call having to make staff redundant, but Anna McNicholl offers some down-to-earth advice for managers on how to help their team—and themselves—get through the process.

Big penalties are on the cards for anyone giving immigration advice without a licence, says David Cooper. He warns that most HR specialists will not comply with the new requirements

What’s been happening in the market and what impact is this having in the workplace? Helene Higbee examines remuneration market trends and provides some top tips for managing remuneration in a recessionary environment.

Employment lawyers Andrew Scott-Howman and Stephen Langton went head-to-head at a recent Auckland conference on industrial relations, debating the key proposals in the Government’s employment policy. Jackie Brown-Haysom reports.

For collaborative and trusting relationships to be built between managers and staff, it’s important they have more open career conversations, says Kaye Avery.

Clarification rather than change is what’s needed for our employment laws, says James Wilson. The Employment Relations Authority chief outlined his views at the recent Industrial Relations Conference. Jackie Brown-Haysom reports.

Rejection management plays a powerful role in telling people what you’re like as an organisation, says Kate Billing. She explains what can happen if you get it wrong, and looks at how saying “no” can be used to your advantage.

Are you busy being busy? Do you work to live or live to work? Do you have the luxury of choice? Beverley Main turns her mind to our approach to work, and considers how this is being affected by recessionary times.

Why is it some people understand their body’s warning signs and can avoid injury while others are injury-prone? It’s all to do with physical intelligence, says Alison Richmond.

Despite tough times, businesses can ill-afford to lose key talent if they wish to maintain a competitive advantage. New and innovative practices are needed to retain staff through economic turbulence, says Denise Hartley-Wilkins.

Employment Today checks out a virtual coaching facility that aims to provide “instant uplift” and a UK study that says employers are squandering the talents of their workers.

The successful dismissal of a kindergarten teacher for erratic and unprofessional behaviour can be put down to the employer following a careful and fair process, says Paul Robertson.