It took an astrologer to remind him we are not the chart, we are the conversation—and, says Neville Aitchison, it’s a conversation leading to a better multivariately derived lexical hypothesis. He lets the various sides of his psyche explain.

The Kiwi passion for rugby means the NZRFU comes in for plenty of public scrutiny. Helen Frances talks to the union’s GM of corporate services Kirsten Patterson about the team behind New Zealand’s favourite game and how they aim to perform like an off-field equivalent of the All Blacks.

The internet is a key source of information and a huge percentage of workers are regularly online. But do they have the level of digital literacy needed for a productive workplace? Colin Phillips explains how digital literacy brings business rewards.

It’s impossible to read a person’s personality when we first meet them, yet hiring managers often rely on gut feel when assessing job candidates, says Rob McKay. He looks at personality as a predictor of work performance and discusses the role of testing in finding the best “fit” for the job.

Psychometric assessments are helpful in achieving a number of organisational objectives, like selecting the right candidates and developing existing employees. How do you maximise the value from this assessment process, ask Sue Sommerville and Paul Wood. And once you’ve got the results, what next?

The principles outlined in Don Miguel Ruiz’s The Four Agreements are the essence of great working relationships, says Anna McNicholl.

When tough decisions have to be made, p makes a statement about the level of care a business places on its employees as a whole, says Jude Manuel. She looks at how to get the best from career transition services.

Most organisations seek to “do the right thing” by staff having to leave because of restructuring and redundancies. But does career transition for executive level staff differ from other levels? Pip Furlong says it does. She explains how to turn a redundancy situation into a real opportunity.

The obligation of good faith applies equally to all parties to an employment relationship. While employers often suggest this obligation only goes one way, recent decisions show that’s not the case, says Bridget Smith. She urges both parties to a dispute to look at the bigger picture, and do unto others …

After months of hunkering down and pulling together through the recession, many people are looking for something better as the job market improves. It’s time for organisations to focus on people and career development to regain employee confidence, says Kaye Avery.

New Zealand management practice is not all that it should be, according to a recent report. But help is at hand. A new easy-to-follow guide to six big management issues can help you and your business, says Craig Smith. He explains how.

Adopting sustainable business practices is a no-brainer, says Rachel Brown. Sustainability makes excellent business sense. She outlines some easy first steps to start your organisation on the road to sustainability.

Get ready for a wild ride—its all about tax, inflation and affordability this year, says Susan Doughty. She looks at ways to deal with employee expectations when cost management is still a number one priority.

Organisations commonly manage asset and market-related risk, but do they put they same effort into protecting their greatest asset, their people? Mike Johnson urges businesses to take the time to reflect on the people risks they face, and plan how to protect themselves.

The findings from The Great New Zealand Employment Survey point to three critical areas of concern for HR managers. Clare Parkes outlines what they are and explains how to address them.

Although unfair procedures meant a teacher’s dismissal was unjustifed, she scored an own goal through her actions—which the Employment Relations Authority said warranted dismissal. Remedies were reduced by 100 percent, says Paul Robertson.