It’s easier to transform corporate culture following major change than at any other time, says Neville Aitchison. But you must be ready to take advantage of the window of opportunity—before the cultural concrete starts to set.

It’s the uncertainty of change and the way people go about it that causes the problems, not the change itself, says Terry Williams. He looks to Hollywood for some answers on what employers can do to prevent, or at least mitigate, any harm caused by change, whether potential or actual.

The Southern Cross Health Society looks after the health funding and wellness needs of over 800,000 New Zealanders. Michelle McBride, who heads the Society’s People and Development team, tells Renée Lang how their in-house policies stack up.

When change leads to redundancy, business risk escalates significantly. Shirley Keith examines the connection between brand equity and change management and the role of outplacement in minimising risk.

The problem with change management is that it doesn’t work—at least not reliably enough, say Grant Symons and Bernie White. It’s time for organisations to reinvent their thinking about change, let go of the past, and leap into an uncertain future, learning as they go.

It’s the people in an organisation who make change happen and sustain it in the long term, says Ani Waaka. And as guardians of the relationship between employer and employee, HR has a key role to play in implementing and embedding change.

Change is hard at an individual human brain level—our unconscious response is generally to resist. Ruth Donde and Graham Hart explain how our brains respond and how to create a “towards” state and rewire people for change.

With a number of changes planned on the legislative front this year, Michael O’Brien suggests organisations not only stay abreast of what’s happening, but also reflect on how well they are doing at moving with the times.

Unconscious bias is all too common in our workplaces, according to EEO Trust CEO Bev Cassidy-Mackenzie. Yet practising diversity is good business sense for both employers and employees. Sally Wenley reports.

In the latest article in her series on employment law around the world, Angela Atkins explores the global variations of employment relations.

Workplace health and safety training needs to be better, says Katherine Percy. Around half New Zealand’s workforce has literacy or numeracy gaps that affect their ability to manage the more complex demands of health and safety in the workplace.

With budgets for pay increases of 2.0 to 3.0 percent, companies are increasingly challenged to spread the budget across all employees and to meaningfully differentiate increases based on performance, says Susan Doughty.

Change might be a constant in today’s organisations, but a significant number of change initiatives fail to deliver. Steve Harris shares three key factors for what makes for a successful change project.

In the case of a tutor who was dismissed because of her unhelpful attitude towards students, the Employment Relations Authority agreed her dismissal was unjustified. Paul Robertson explains why.