Industry 4.0 has made the career paths of employees unpredictable and diverse. Artificial Intelligence (AI) is becoming more and more integrated in the workplace which is bringing a shift in the traditional patterns of employee movement through large scale layoffs, occupational transitions and increased uncertainty in careers. It is projected to increase involuntary turnover across industries as machines continue replacing …
More than half of the leaders plan on leaving their current organization in the next 2 years! But the important question is not if they leave but rather where they go. So, what happens when the leader of your company changes their job and goes to your competitor? They have sensitive strategic information that can shift the competitive advantage. This …
Imagine walking into a new job and being met with an enthusiastic call to “bring your whole self to work.” It sounds welcoming, progressive, and deeply affirming. However, for many professionals from marginalized groups, particularly employees of color and women, this well-meaning directive presents a complex daily puzzle. The sociopolitical climate in many organizations has led to a push for …
Mothers reentering their workplace are an important and large population of the global labour market, yet their return often has a high risk of turnover. They need to adjust being back to work while facing many challenges, one of them being perceived overqualification where returning mothers realise that many of their responsibilities have been reassigned to others. The intention of …
Imagine your organization as a high-performance rowing crew. To win the race, every member must row in perfect, synchronized harmony, sharing the physical burden and adjusting to the rhythms of their teammates. Now, imagine telling that same crew that at the end of the race, only the individual who rowed with the most personal force will receive a paycheck, while …
Teams are frequently treated as more than the sum of their parts in organisational psychology. There is a lot of focus on shared group properties and constructs such as team cohesion, psychological safety, and collective commitment to explain why some teams outperform others. However, a recent analysis says that what we refer to as team dynamics might actually be a …
How do teams adapt during adversity? Larson and Klonek (2026) critically look at the current state of research by looking at a study by Bisbey et al. (2025) on team resilience capacity. They recognise the importance of the longitudinal data that was gathered but stated that many researchers make methodological decisions which are not capable of explaining the intricate nature …
Imagine you are at a high-stakes carnival but instead of being a spectator, you are the lead juggler. The catch is that you aren’t just part of one act, instead, you are juggling for five different teams simultaneously and the trapeze artists, the clowns and the lion tamers all expect your full attention at the exact same moment. This is …
Most organisations try to improve the wellbeing of their employees by reducing problems. The assumption that if issues are addressed then employees will naturally feel better at work. But wellbeing doesn’t just improve if we focus on only what’s wrong. The global level of employee wellbeing has fallen to 33% after steadily increasing since 2016 and this raises an important …
4-Part Reliability Series • Session 3 • Applied Reliability Reliability Across Contexts: Forms, Raters, and Time Learn how reliability is assessed when testing conditions change across forms, raters, and time. Reliability is not only about internal consistency. In real assessment practice, professionals often need to evaluate whether scores hold across alternative forms, across human judgements, and across repeated administrations. This …
