1 - 10 of 15 articles
If HR is to make a true impact on the performance of itsorganization, it must be a team player. Working in the HR equivalent of the ivory tower, with little or no awareness of your industry, customers or competitors, let alone other internal business functions, is no longer good enough. Whats...
Ed Lawler suggests HR follows the lead set by marketing and finance by dividing its strategic and administrative work into separate functions.
The Nike employer brand is extremely powerful in attracting potential talent to the business,and the process of handling applications and supporting the resourcing process is critical. Nike currently receives between 800 and 900 resums per month, and has on average 100 to 120 open positions at...
As we see in the workplace, most motivation strategies are push or pull based keeping people moving either with a kick from behind threats, fear, tough targets or by offering chocdrops bonuses, grand presentations of the company vision, teambuilding games. The article suggests five elements that...
Not many people can say that they took the first steps in their HR career aged 12. This was the ageat which Sunita Malhotra, now HR director for the European sales and marketing function at Electrolux, first realized she wanted to do something to help people reach their full potential.
Gathering, analyzing and presenting pertinent information to upper management is the single strongest means HR has to provide critical input on strategic business issues. Talent management processes and performance optimization based on powerful intelligence drawn from good metrics will deliver...
Steven Willison, senior HR associate at Fairchild Semiconductor, explains how the companys drive for continuous improvement led to the achievement of a new quality standard that keeps it one step ahead of the competition
Susan Stevens, head of HR at Toshiba Information Systems UK, describes how the company developed a strategy to measure and improve absence rates and overall employee wellbeing.
Malcolm Douglas, remuneration and benefits manager at British American Tobacco, explains how its reward architecture has helped align rewards with companywide objectives.
US HR functions ahead of Europe in credibility stakes Employers cannot afford to ignore diversity UK workers feel unappreciated and unsupported.
Read and print from thousands of top scholarly journals.
Continue with Facebook
Sign up with Google
Log in with Microsoft
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Sign Up Log In
To subscribe to email alerts, please log in first, or sign up for a DeepDyve account if you don’t already have one.
To get new article updates from a journal on your personalized homepage, please log in first, or sign up for a DeepDyve account if you don’t already have one.