Table of contents
Changing the present,shaping the future
Josie SalkeyMany have heralded the new role of HR as the driver of organizational change, whether it be a restructuring, merger, acquisition or shift in corporate culture. If HR is to be…
Strategic HR: Put yourself to the test
Robert “Jake”JacobsStrategic Commentary: Thought leaders share their views on the HR profession and its direction for the future. Robert “Jake” Jacobs offers five simple questions to help you gauge…
Getting results from job boards
Job BrokerAs online recruitment advertising continues to gain in popularity and the market becomes increasingly saturated by Internet job boards, how can recruiters ensure that their…
Help your managers develop leadership skills
Joanna KnightJoanna Knight, director of Berkshire Consultancy Limited, believes leadership skills can be taught. Here, she outlines five key skills that must be developed before a manager can…
Dinesh Burrenchobay, One&Only Resorts
Dinesh BurrenchobaDinesh Burrenchobay is group HR manager for One&Only’s Indian Ocean division, and is based in Mauritius, where he has responsibility for 3,000 employees over five properties. He…
Making metrics relevant
Andrew MayoThe desire to be more professional in the area of measurement is a growing interest for today’s HR function. The almost universal desire of the HR function for stronger business…
Trust and technology: Work‐life blending at Unisys
Bob IllingworthBob Illingworth, HR Director at Unisys, describes how the organization has implemented flexible working as part of its shift from a technology supplier to an IT services company.
Building buy‐in to people development at TNT
Ruth JamesRuth James, head of people development at TNT UK, explains how the company builds managers’ commitment to employee development and why this is vital to the success of the business.
Utilizing employee innovation at Kwik‐Fit Financial Services
Keren EdwardsKeren Edwards, HR director at Kwik‐Fit Financial Services, explains how the call centre company has turned its business around through a simple strategy ‐ asking employees what…
Rethinking executive development
Rethinking executive development ‐ Change and the psychological contract ‐ The real reasons employees leave.Corporations need to take a radically different approach to executive…
Internalizing values at Premier Farnell
Hilary WingfieldHilary Wingfield, group head of organizational effectiveness at Premier Farnell, describes how the company used internal values to engage employees to become more customer‐focused…
The two dimensions of organizational change
Bill McCarthyToo many organizational change projects fail because they fail to address the people aspect. Employees don’t buy in to the changed organization and performance suffers as a…
Managing the HR challenges of a major global merger
Nigel PerksMergers bring with them a host of issues and can represent a major challenge for HR. The 2002 merger that formed LogicaCMG was seen as an opportunity to combine the strengths of…
Rethinking reward at the National Crime Squad
Chris RileyChanging the way that career and salary progression decisions are made can be highly emotive. Chris Riley, head of HR at the National Crime Squad, explains how communication and…
The “fit for purpose” HR function
Chris Ashton, Mike Haffenden, Andrew LambertIn an increasingly complex and crowded marketplace, only fit for purpose organizations will succeed. This requires a fit for purpose HR function ‐ one that delivers flawless…
ISSN:
1475-4398e-ISSN:
1758-8537ISSN-L:
1475-4398Online date, start – end:
2004Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Dr Javier Bajer
- Nicholas King