New Zealand employers are expected to manage psychosocial risk. But the tool most organisations use to find hazards was never built to see them
Implementing a new HR system is often framed as a turning point. Better data, smoother processes and fewer spreadsheets. In reality, it can just as easily cost time, goodwill and budget when things go off track
I was speaking to a Chief People Officer recently who shared their company had formed an AI steering committee, with a mandate to lead AI enablement across the business. I asked whether they were part of that group. Their answer? No.
Knowing something is broken and choosing not to fix it isn’t a resource decision. It’s a business model decision
It is 3am. A man in his forties is awake again. He has not slept properly for a fortnight. He is short with his team, drinking a little more than he used to, and has stopped returning calls from his oldest friend. He has noticed none of this. His employer has an EAP. He will not be calling them
For decades, we have structured work around jobs; focusing heavily on job titles, job descriptions, job architectures, and career pathways to impose structure. It has been a convenient abstraction, but it is increasingly disconnected from reality
