Who should make workplace decisions — HR or management? Ownership matters.

Workplace disagreements become arguments when emotion overtakes professionalism.

Merit pay turns reactive salaries into a smarter, more strategic system.

Hiring decisions can be biased; set criteria early, use all evidence, and assess six-month success.

Hiring decisions can be biased; set criteria early, use all evidence, and assess six-month success.

Describing what good (and bad) business partnering looks like.

Rewards reinforce good behaviour—often small recognition matters more than money.

How we pay influences how employees perform.

Prevention works better than cures for wellbeing issues.

Landing the deal- successfully turning the candidate into an employee.

People leave, but what can we do to slow this, or keep key people?

Build internal talent for resilience and future needs; hire when gaps are urgent.

Most organisations get talent through a mix of internal development (“build”) and external hiring (“buy”), but often without a deliberate strategy.

HR’s role is to keep the “human machinery” of an organisation running—ensuring people are present, capable and supported, much like engineers maintain equipment to protect uptime.

PEST analysis helps organisations understand external forces that may affect how they operate, especially in HR and the labour market, complementing internal tools like SWOT.

Effective mentoring is not just about showing others how to do tasks, but about helping them learn through doing, reflection, and guided problem-solving.

Leaders and HR professionals need to understand what is happening outside their organisation, especially in the labour market.

Change management is difficult everywhere, but regardless of legal setting, employees usually understand that businesses can struggle and are rarely shocked by downsizing.

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The words “Learning and Development” often blur into a single idea, but learning happens constantly and organically, while structured Learning exists for specific purposes.

I explore why some employees turn out to be a poor fit, not to assign blame but to encourage reflective thinking about how the relationship went wrong.