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This paper aims to assist businesses of all sizes in employee engagement, attraction and retention, by demonstrating how fundamental human resources (HR) processes can be effectively combined with new technologies to make employee engagement an end‐to‐end practice. Employers know that happy and fulfilled employees are more productive, but attracting and retaining the best talent for a business involves engaging employees in the long term. This paper discusses a range of tactics to help ensure engagement, such as regular appraisals, use of social networking and the efficient recording of employee performance and interests, to best optimize the talent management process.

The paper takes a practical approach. It is based on both Richard Doherty's extensive experience in the HR and talent management sector, as well as the practical experiences Jobpartners has had through working with its clients for over a decade. It looks at the basic values of interaction with employees, as well as how best to optimize, streamline and efficiently operate all aspects of employee engagement in order to lead to a more productive workforce with lower churn.

This paper demonstrates how best to engage employees from before a career even begins, right up until it ends. It offers guidance on using the latest techniques and technology to keep employees engaged and motivated. Threading through the paper is the knowledge that even if an employee moves to another company, you may still hold a relationship with them as partners or customers. Employee engagement must therefore be an end‐to‐end practice and this paper will help show how to make that a reality.

Motivated and efficient workforces only happen when respect flows in all directions through a business, with transparent processes throughout. This article looks at examples of how the mobile network operator “3” and Rabobank used some of the tactics referred to above to reap benefits such as reducing recruitment costs and meeting targets for employee assessments. This information results from Jobpartners ongoing work with both companies to help them streamline and integrate their HR processes.

(Koyaanisqatsi video excerpts, showing clouds, water, land.)

This article aims to discuss the growing popularity of social networking as a recruitment tool and to outline some of the key considerations that organizations must take when embarking on social recruiting.

This is a best practice guide based on Jobpartners' experience of providing e‐recruitment solutions to a number of blue‐chip global companies.

The article outlines best practice when it comes to social recruiting, highlighting how one major global retail brand has successfully integrated social media tools into its recruitment strategy.

The article will be of interest to HR professionals at organizations of all sizes interested in how to get best value from social recruiting.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

The goals of cooperation and collection management in academic libraries may sometimes seem mutually exclusive. Individual institutional objectives may compete and conflict with the objectives of networking partners. The political and financial forces driving a college affect its librarians' commitments to cooperative resource sharing. Today's librarians face problems analagous to those of counselors in social service organizations. A mental health agency's counselors have obligations to society, to their profession, to clients, and to the specific agency unit where they practice (comparable in a university setting to the library). Further, they have ethical ties to a larger parent organization (which would be comparable in the academic library model to the university or college itself).