Strategic HR Review: Volume 23 Issue 5

Editorial: Are our businesses becoming clubs?

Javier Bajer

Talent management through organizational socialization: making it relevant

Shih Yung Chou

This paper aims to explore approaches that organizations can implement to manage talents through organizational socialization.

A typology of AI-based tasks for the HR function

Jean Frantz Ricardeau Registre, Tania Saba

This paper aims to elucidate the keys transformations of human resources (HR) tasks amid the age of artificial intelligence (AI).

Remote yet connected: two focus areas for elevating organisational belonging in virtual teams

Helen Turnbull

This viewpoint paper aims to provide recommendations in two key leadership areas to improve belonging and connectedness in remote teams.

Talent management through speed with dexterity: the postacquisition integration strategy of Celgene by Bristol Myers Squibb

Mark Thomas, Muriel Durand, Maram Hassan, Mathieu Tabourier

Skillful management of employees after a merger or acquisition (M&A) is one of the key aspects to ensuring a successful deal, and most notably to ensure talent retention. This…

How hospitality businesses can entice older workers to resolve the sector’s employment crisis

Penny Brown

This paper aims to analyse how hospitality businesses can entice older workers to resolve the sector’s employment crisis.

Winning the war for talent: how strategic HR is the key to attracting and keeping top performers

Emmanuel Senior Tenakwah

The purpose of this paper is to explore the critical role of strategic human resource management in attracting and retaining top talent amidst the intensifying war for skilled…

Performance vs. lottery: department transfer system desired by employees

Takumi Kato, Katsuya Hayami, Ryosuke Ikeda, Masaki Koizumi

Among the nonfinancial rewards for employees are career development opportunities, for which an important measure is department transfers. This is because departments are unevenly…