A never-ending avalanche of information is causing headaches across the country.

In our experience, one of the major reasons people miss deadlines is because they have a great capacity to over promise, and under deliver. You say “yes” to a piece of work without really understanding how much time and effort it involves, and without understanding how much work you currently have on your plate.

When one of the most important e-mail messages of his life landed in his in-box a few years ago, Kord Campbell overlooked it.

People everywhere are straining under the weight of junk mail they get at work and home, and before they can get a handle on that, they're also being buried by electrons organised into electronic-mad messages and groupware databases.

Screaming down the digital superhighway, the modern workforce shows signs of being overwhelmed by its trust with technology. Cameron Cooper investigates the problem and how organisations are responding.

When large changes (such as a significant restructure) occur, many managers do a good job of focusing on the general human and organisational factors which comprise the “big picture”. Yet, if equal attention is not paid to the “small picture” (such as how the staff members will respond to the change) the seeds of a nightmare will be sown, while the fruits of opportunity are wasted.

Many Talent Retention programs are being put at risk because information overload is creating “information rage” and workers are "too busy to see a doctor".

Dealing with information overload, and how to assess, store and retrieve information, is a problem that confronts just about anyone in management. To deal with the amount of information that is being thrown at managers, particularly through email, requires the adoption of a number of principles.

Identifying and developing key behaviours and systems enables today's knowledge workers to maximise their efforts both on an individual and organisational level.

Making the most of precious time is the key to success. Our focus at PEPworldwide is changing forever the way people work. It takes time, effort and discipline to be the master of your own time but we have a few tips that can help you start on the right track.

Like all professionals, human resource departments are struggling to cope with today’s massive workload. You are being asked to provide more with less (staff, budget, potential market, etc). How can you and your team accomplish the seemingly impossible? The answer: by learning Information Age survival skills to manage your workload. By processing your workload more efficiently, you create more time to service your company staff.

It’s that time to resolve to start to work smarter, not harder, to get more of the right things done in less time, and to do all this with less stress.

Simon Ton is CEO of Paymark, which processes 75% of our electronic transactions. Think of him next time you pull out your card - or your cash. As Tong tells Chris Keall, his execs get fined $10 for tardiness.

A dilemma that many executives face is how to develop their staff when they barely have time to do their real work, let alone any extra?

The first step towards managing computer files better is to actually make sure that paper systems are organised.

Once they have completed PEP most people are pretty good at handling their “must do” reading. However, their ongoing challenge is all the other reading (the “like to” reading) that slowly turns into that daunting pile on the bookshelf.

San Diego, May 1, 2008 – According to the results from the 2008 White Collar Productivity Index (WPI), the only study of its kind providing long-term data on how people actually spend their time at work, there is a reduction in the time people are spending on low productivity tasks during 2007 as compared to both 2006 and 2005.

PEPworldwide NZ successfully assisted Nestle with their move from Newmarket to Parnell.

Have you ever heard someone say, “We are meeting at 3:30 today? I never saw the meeting request!"? Whether you schedule or attend a meeting, you can help it run smoothly and on time with the following meeting request do’s and don’ts.

Tablets and iPads are revolutionising the way we work. However, there is also potential for these devices to have a negative impact on our efficiency and effectiveness.

Getting more of the right work done in less time. Bary Sherman and Lynn Sherman, PEP Productivity Solutions USA

Work-Life Balance is a key issue in many organisations today. A quick scan of the People Plans for many organisations will show that they include terms like - "becoming 'family friendly'", "providing a happy, healthy lifestyle" and "ensuring work demands are realistic". But many of the managers that we talk to say that these objectives are much easier said than done.

Imagine if all the executive and personal assistants in your workplace suddenly stopped work and walked out of the building and no one knew when - or whether - they were coming back.

As businesses expand, they need their employees to work beyond borders. Developing leaders with a global mindset is critical for an organisation's long-term success.

The average worker spends two hours a day fielding phone calls, emails and annoying colleagues.

The Lominger LEADERSHIP ARCHITECT® Suite is a set of tools that gives executives, managers, and human resource professionals the ability to put research, combined with leadership and organisational development best practices, into action. Organisations across Australia and New Zealand are implementing Lominger and similar competency based models with great success.

Organisations regularly make decisions regarding moving. For some organisations, the reason is one of growth; for others it is the need to change their work environment; and yet for others it is the stark reality of downsizing which becomes the catalyst. Even before the final decision to move, organisations set into place the forces for the eventual outcome of opportunity or nightmare. A clear, proactive plan allowing for the definition of achievable results can make the difference between calm and chaos.