Table of contents
Are you an effectiveteam player?
Josie SalkeyIf 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…
Making strategic partnership a reality
Edward E. LawlerEd Lawler suggests HR follows the lead set by marketing and finance by dividing its strategic and administrative work into separate functions.
Nike’s successful e‐recruitment
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…
Create individualized motivation strategies
Blaire PalmerAs 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…
Sunita Malhotra, Electrolux
Sunita MalhotraNot 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…
Five steps to effective metrics
Yves LermusiauxGathering, analyzing and presenting pertinent information to upper management is the single strongest means HR has to provide critical input on strategic business issues. Talent…
Driving continuous quality improvement at Fairchild
Steve WillisonSteven Willison, senior HR associate at Fairchild Semiconductor, explains how the company’s drive for continuous improvement led to the achievement of a new quality standard that…
Toshiba’s proactive approach to employee well‐being
Susan StevensSusan 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 well‐being.
Aligning reward with business strategy at BAT
Malcolm DouglasMalcolm 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
US HR functions ahead of Europe in credibility stakes ‐ Employers cannot afford to ignore diversity ‐ UK workers feel unappreciated and unsupported.
Implementing the Balanced Scorecard at Lloyds TSB
Adrian WardToo often, performance management is seen as an HR process that does little for the development of individuals or the organization. Adrian Ward describes how Lloyds TSB…
HR’s role in developing brand personality ‐ An interview with Diane Gayeski
Bob GormanWith one foot in HR and training, and the other in communication, Diane Gayeski is well placed to understand the strategic role HR has to play in aligning corporate culture with…
Developing the human capital balance sheet
Jeffrey K. CordesTo gain internal credibility and deliver bottom line value, HR must drive out “administrivia” and show the value of every human capital initiative. Jeffrey K. Cordes, human…
Harnessing the power of HR analytics
Alec LevensonAnalytics enable HR to make strategic contributions, but not all analytics offer equal insights. Alec Levenson compares the usefulness of ROI, cost‐benefit, and impact analysis…
Creating the indispensable HR function
Steve SPHR Miranda, GPHRWhen it comes to describing practical ways to transform HR from transactional to strategic, many HR professionals are at a loss on how to both start and sustain the process. Here…
ISSN:
1475-4398Online date, start – end:
2004Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Dr Javier Bajer
- Nicholas King