Human Resource Management International Digest: Volume 20 Issue 4

Great leaders lead great teams

Considers why transformational leadership is important and why leaders should develop a leadership personality to make a difference.

Medical training helps L&G to shine: Underwriters and claims assessors get specialist knowledge

Describes how enhancing the specialist medical knowledge of 150 underwriters and claims assessors at Legal & General Assurance Society has helped the company to save thousands of…

Plumb Center taps into growth through apprenticeships: Enthusiastic young people will be trained the Wolseley way

Reveals that Wolseley UK has taken on 25 apprentices in its Plumb Center business.

Cleankill shines as Investor in People: Knowledge‐sharing wins assessor's seal of approval

Describes the human‐resource management policies that helped UK pest‐control company Cleankill to win an Investors in People bronze award.

Sky's new starters get up to speed with e‐learning: Continuous innovation is the key to success

Describes an award‐winning induction program for new sales advisors at satellite‐broadcasting company Sky.

Kuoni managers shine on the shop floor: Senior executives seize the chance to connect with the customer

Describes how top managers at luxury‐tour operator Kuoni went back to the shop floor on one of the travel industry's busiest Saturdays of the year as part of an initiative to work…

How to hold on to your key information‐technology specialists: … and the true cost of replacing them

Discusses what motivates people who work in information technology and looks at ways that companies can retain their key personnel.

When migrating stars fail to shine: Individual performance depends largely on the organization as a whole

Explores the myth of talent portability and offers implications for human resources.

Maximizing talent management through the cloud: New technologies offer opportunities to develop skills and careers

Argues that cloud computing will have a vital role to play in the effective management of organizational talent and human resources over the next decade.

Corporate intranets place information on the dashboard: Big‐picture feedback puts HR in the driving seat

Discusses how to use an intranet to gain a true picture about what is going on in an organization.

The importance of balance in leadership development: Lessons from a study of railways in Australia

Describes research on the development of leaders in Australian rail organizations.

A new spirit for fostering organizational success: Achieving a balance between business results and relationships

Outlines and reports on a radical new approach to developing both an organization and its people to enable those people to be themselves in body, mind and spirit while at work and…

Interview with Samuel Culbert, author of Get Rid of the Performance Review!

The purpose of this article is to provide an interview with award‐winning author Professor Samuel Culbert.

The Rare Find: reinventing recruiting (unconventional ways of recruiting talented employees)

Wanted: shorter time-to-hire

Mobilising resources for union learning: a strategy for revitalization?

On my agenda (interview with Danny Kalman, Director, global talent management at Panasonic)

Deepening the talent pool through learning agility

Paths to the top: do assignments outside HR pay off?

The real invisible hand (leadership)

Working Together: Organizational Transactional Analysis and Business Performance

The Chaos Theory of Careers: a New Perspective on Working in the Twenty-first Century

Changing terms and conditions following a TUPE transfer

The ordinary heroes of the Taj (how a deeply rooted customer-centric culture can motivate employees to place the well-being of their customers before their own)

Walk the talk (recruitment of ICT staff by Australian companies)

Success at SunTrust begins and ends with talent

Simulations give sales training a dose of reality

The role of the state and emergent actors in the development of human resource management in China

Workforce shaping models and metrics in the public sector

First, let’s fire all the managers (how a company can operate without managers)

Instructional Design for Action Learning