Table of contents
Talent management for the 21st century
Josie SalkeyCorporations are coming round to the fact that people, like other assets, must be managed for the long term. Any company that can’t prove it’s sustainable beyondthe near‐term is…
The talent crisis: how prepared are you?
Robin AtheyRobin Athey explains why current acquisition and retention strategies will fall short in light of the impending talent crisis.
Efficient training at M&G
In 1998, M&G looked at building a corporate university founded on the emerging concept of e‐learning. It was looking for a fast, reliable and economical way of sharing knowledge…
Ensure a positive candidate experience
Patrice BarbedetteMany companies are failing to ensure a positive candidate experience during the recruitment process. This means potentially losing out on highly skilled people to competitors, as…
Practitioner Profile: Moira Laird, Moat House Hotels
Moira LairdMoira Laird speaks highly of Moat House Hotels’ commitment to training and development. In an industry where high employee turnover comes with the territory, it’s a key…
Measuring the immeasurable
Rory GearThe rise of the “intangible economy” shows no sign of abating. Traditionally, companies have been valued on the strength of their financial and tangible assets, but the elements…
Building a successful coaching environment at LogicaCMG
John BlakeyMaking coaching mainstream in a sceptical organization is a challenging task. John Blakey, LogicaCMG’s coaching director and co‐founder of 121 coaching, shares four ways to make…
Developing leaders to support a new vision at Genesis
Andrew DyosAndrew Dyos, HR director at Genesis Communications, explains how a unique board development program helped the company unite its leaders behind a new corporate vision and values.
Involving employees in redesigning reward at Centrica
Marc BishopChanges to employees’ terms and conditions must be handled sensitively. Marc Bishop, head of reward and recognition, explains how feedback and communication helped Centrica…
Employee commitment on the rise in the US
he 2005 What’s Working Survey, conducted by Mercer Human Resource Consulting found that since 2002, US employees have become more positive about most aspects of their…
Integrated talent management at BD Japan: How a holistic approach to talent management built a high performance culture
Jay Romans, Lucy LardnerFor Becton Dickinson Japan, talent management meant overhauling its approach to talent from hire to retire. Find out how it created a new culture of accountability and engagement…
The work of HR part one: people and performance: using HR “menus” to maximize value for all stakeholders
Dave Ulrich, Wayne BrockbankIn the first of two articles, Dave Ulrich and Wayne Brockbank examine the ways in which HR adds value. Here, they present menus of ways HR can add value for investors, customers…
HR’s role in implementing JTI’s global ERP system: How HR’s focus on change management was key to a successful ERP project
Khalil Cotran, Ursula Buchmeiser, Jean‐Luc Seguin, BillPelsterIn 1999, JT International was comprised of over 100 disparate companies. A global ERP (Enterprise Resource Planning) system was vital to transform the company into a modern…
Managing talent for competitive advantage: Taking a systemic approach to talent management
Chris Ashton, Lynne MortonGetting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term organizational…
HR and the parameters of knowledge, stress and time: HR’s role in the dynamics of stress, time and knowledge management
Katrina Delargy, Heather ChattenThe impacts of poor stress, time and knowledge management can compound to create a vicious circle of poor performance. Find out how a proactive approach to stress prevention and…
ISSN:
1475-4398Online date, start – end:
2004Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Dr Javier Bajer
- Nicholas King