The future is uncertain and predictions are often wrong. Life is not like The Jetsons, says Terry Williams, although many bosses act like George’s boss, the ill-tempered Mr Spacely.

New HRINZ chief executive Chris Till tells Sally Wenley he is keen to encourage the organisation’s members, and the wider HR sector, into leadership and business roles, and to open minds to new thinking and solutions.

Employment for undergraduate students used to be about covering rent or putting food on the table until you graduated. These days, it’s an essential step on the job ladder and an effective way to kick-start a fulfilling career. Peter Graczer reports.

A rapidly changing labour force means younger workers will be increasingly vital contributors to New Zealand workplaces. Smart employers are already looking past the “inexperienced” label and realising the potential of new graduates and first time employees, says Melanie Cooper.

Making the right pay decisions is a tough process; however, research tells us pay differentiation really pays off, says Una Diver. She explains the right way to distribute increases and make a big difference to motivation.

People are most motivated when they can decide how to work, how to organise themselves and what to do. John Laurent outlines how Cambridge Clothing took the next step after “lean” to sustain apparel manufacturing in New Zealand.

A new survey on workplace benefits highlights the importance of non-remunerative compensation in New Zealand. It’s a chicken-and-egg dilemma, says Margaret Agnew. Is the company successful because its employees are happy or are they happy because the company is successful?

The difference between success and failure in an organisation is often wafer thin, says John Gill. He looks at the impact that familiarity within teams has on performance and suggests that with minor changes and some teaching and coaching, a team can be transformed.

Managing the integrity of an organisation’s remuneration is a challenge—it can be seen as good quality control, or the troll under the bridge. But somebody has to think of the budget, says Alan White. He provides some good “troll” questions to encourage a pragmatic approach.

A relationship breakdown doesn’t always make dismissal inevitable. When a first-time principal was dismissed for alleged serious misconduct, she offered to work with the board of trustees to resolve the situation. They did not respond. Paul Robertson explains why the Employment Relations Authority ordered interim reinstatement.