Category: Health & Wellbeing

Enhancing wellbeing has become an increasing focus for modern workplaces. But what does that mean in practice?  This case study investigates Medibank’s internal wellbeing journey to date with a focus on the key challenges and lessons learned. 

In new research, Dr Steve Lamb and Professor Kenny Kwok (University of Western Sydney) suggest not only that uncomfortable work environments reduce the cognitive resources available to an employee, but also explain how these environments negatively impact previously unexplored additional factors, and have detrimental effects on wellbeing.

Flexible workplace initiatives are on the rise with employees being afforded with greater freedom to decide ‘how’, ‘where’ and ‘when’ they work in an effort to accommodate an improved balance between work and life goals. Are employees taking up the offer, and how effective are such initiatives? Westpac Group’s “All In Flex” policy provides a…

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Are there lessons to be learned about corporate sustainability from the field of biodiversity? Paul Toni, Conservation Director of Sustainable Futures at WWF Australia discusses the integration of proactive biodiversity risk management by organisations leading the charge on sustainable supply chain practices.

Leaders transitioning into a new role. Leaders feeling the pressure. Leaders making smarter decisions in a complex world. These are the three topics we look at this month as we think about what it means to lead at the edge. We look at innovations in transition programs to accelerate success, a personal story of mindfulness…

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If culture eats strategy for breakfast it means we need to get a lot smarter about driving cultural change. Three great articles – from around the world – provide insight on where to focus. Middle managers – that’s the advice from the UK about how to get traction on gender equity. More than just who,…

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Organisations stand to benefit from understanding how employee emotions are shaped by management practices and national cultural constructs. If organisations understand this, and equip their managers accordingly, they will be able to reduce the dysfunctional reactions typically exhibited by employees during cross-border acquisitions.