Strategic HR Review: Volume 21 Issue 4

Editorial

Javier Bajer

The learning workforce: experiences matter

Peter Maier

Executives in all industries routinely tell their employees that they are the company’s most important assets. How that translates into day-to-day “asset” management culture…

Kinks in the hosepipe: a case study of managing gender equality in an SME

Gillian Saieva, Simon M. Smith, Steve Butler

This paper aims to explore the real-life examples made by a single small and medium-sized enterprise to address organisational inequalities and develop a more inclusive culture.

Driving company culture in a post-pandemic world

Steve Smith

In this paper, the author sought to explain how to convey company culture in the modern world of work.

Video-based structured interviews to assess managerial candidates

J. Allen Brown, Vinod Vincent

Managerial roles require knowledge, skills and abilities that are difficult to assess during the hiring process. Consequently, hiring an unqualified candidate for a managerial…

More than a phone call away: sustaining positive work behaviour

Roland K. Yeo, Jessica Li

This paper aims to introduce an innovative approach to employee engagement through personalized calls targeted at work-from-home (WFH) employees. It explores the effects of these…

Tech and the times: why technology is the double-edged sword that HR teams must navigate

Jack Latus

This study aims to explore how changing technology can be harnessed by HR teams to improve the efficiency of the workplace and elevate the employee experience. It analyses whether…

Strategic use of social media to screen job applicants – a review of the benefits, concerns and best practices

Muntakim Choudhury

This paper aims to examine the role of social media in screening job seekers. As social media sites have gained popularity in recent times, organizations are able to access large…