Wishing and speaking without first thinking is a dumb move, especially if the media is involved, says Neville Aitchinson. What’s more, as King Midas soon discovered, an honest answer is not always correct. Be careful what you wish for.

Leadership is part of the DNA at Laminex Group. And the key to that, Andrew Telfer tells Jackie Brown-Haysom, is a structured review system that gets staff thinking about how they can make today better than yesterday.

Smart organisations are going beyond traditional outplacement help and offering transition support to all employees before and after change so they can manage their careers. Debbie Schultz outlines a long-term strategy for successful restructuring.

This year sees the first of the Baby Boomers turn 65, but how many of them will leave the workforce, and how many will do so willingly? The late-career transition has become a vague and haphazard process that both employees and employers can find difficult to navigate, says Kaye Avery. She outlines the benefits of enabling a gradual exit of older workers through late-career transition planning.

With a wide choice of psychometric assessment tools to choose from, selecting the best can be a challenge. Neisha Voot gives the low-down on what you need to know to select the right one for the job.

Organisations need to display psychodiversity if they are to flourish, says Dr Bruce Wilson. It’s a concept that relates to higher levels of performance and it thrives on effective managers who promote an atmosphere that is both serious and playful.

Conflict can be part and parcel of workday life, but many of us are not adept at dealing with it effectively. Fiona White offers 10 tips that will change your approach to dealing with conflict in the future.

Dubbed the “silent epidemic”, bullying creates significant costs for individuals and organisations alike. Employers need to ensure they have processes in place for managing bullying at work, say Aaron Lloyd, Jennifer Mills and Katrina Pfeiffer.

There’s nothing new about employees complaining about work, the boss, or a colleague, but these days many discuss their problems in the virtual world. Max Whitehead considers the implications and says a clear policy is needed.

It’s time for HR to stop being the Cinderellas of the company, Professor Jim Arrowsmith told a recent public lecture on the paradox and potential of HR. Jackie Brown-Haysom reports on his presentation.

Once you’ve got some base level experience and are heading into an HR advisor position, there are more challenges to face. Angela Atkins explores what skills and experience you need to build during the advisory years.

Time and leave records for employees are a legal requirement, but it is not unusual to find employers do not have them. This is sometimes the experience of Department of Labour inspectors who monitor minimum entitlements in employment law. Antoinette Baker looks at why it’s important to keep records in the workplace.

Many people may find, at some point in their life, that they are on the wrong career path. Julia Stones believes we have more power to shape our careers than we sometimes give ourselves credit for.

Many organisations have a Facebook profile as part of their employer brand programme, but visitors to their sites often find there’s no one there to greet them, says Kate Billing.

A recent survey found managers are lost when it comes to being able to motivate their team. Employers must ensure managers have both the technical and people skills to manage a team and drive productivity, says Stephanie Christopher.

Position descriptions are a foundation document for a number of other HR-related functions, says Karen Boyte. She outlines an effective approach to developing a comprehensive description.

The special character of a school played a key role in an Employment Relations Authority decision last year. Now the Employment Court has overruled the decision. Paul Robertson explains why.