Emerald | Strategic HR Review | Table of Contents

Talent management

literatinetwork@emeraldinsight.com (Sara Nolan) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Accelerating strategic change through action learning

Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - This article describes how a leading global company used action-learning based leadership development to accelerate strategic culture change. Design/methodology/approach - It describes the need for change, and the methodology and approach by which the initiative, Impact, generated significant benefits.Findings - The initiative led to financial benefit, as well as measurable gains in customer centricity, collaboration, and innovation. It was also a powerful experience for participants in their journey as commercial leaders. Originality/value - Impact was created using comprehensive customer feedback and its delivery involved key customers.

Returning Talent at Bank of America Merrill Lynch

literatinetwork@emeraldinsight.com (Michelle Fullerton) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - This paper examines how Bank of America Merrill Lynch is achieving gender diversity through an initiative aimed at women returning to the workforce after having a family and a break from their career.Design/methodology/approach - It is a case study that outlines how the Returning Talent program was developed and implemented and its ongoing improvement based on participant feedback.Findings - Over 50 percent of the women who participated in the 2012 program have now returned to work. The program raised the profile of the financial services sector and Bank of America Merrill Lynch as an employer of choice for women.Originality/value - This case study is of value to organizations in any sector looking to retain skills and talent, help employees achieve a balance between family and work, and build a strong employee brand.

Setting up global mobility strategies

literatinetwork@emeraldinsight.com (Sophie Maes) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - This article identifies some of the legal issues that HR professionals may face when seconding talent internationally for work assignments and offers advice on how to overcome the challenges involved.Design/methodology/approach - Best practices are outlined to help avoid legal issues when seconding talent to other countries. The guidance offered is based on private practice experience of almost 15 years in employment and global mobility issues and studies of case law and jurisprudence with regard to global mobility. Findings - Seconding employees abroad can be a complex and confusing process. Assumptions should be avoided and care taken to investigate the legal and tax implications in each country. An over global mobility strategy should be put in place to ensure proper procedures are applied. Originality/value - The best practice provided in this paper will be useful to HR professionals with employees working across the globe as it takes a global view of talent mobility.

Talent management: A paradigm shift in Indian public sector

Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - The functioning of an organization largely depends upon several remarkable components, with the talented employee occupying the central role for the accomplishment of organizational goals. In this context, organizations are making more investment into talent development initiatives, which currently is a challenge. This study examines the talent retention practices in Bharat Heavy Electricals Limited (BHEL), a Navratna PSE of Government of India. Design/methodology/approach - The investigation is carried out through a case study that discusses BHEL’s well-designed talent management strategy.Findings - Effective talent management practices help the Indian public sectors in general to retain their best talent. At BHEL, talent management practices are focused on competencies, knowledge, learning and increased broad group engineering and technology transference.Research limitations/implications - The case study could further be enriched by empirically measuring different factors, impacting the element of talent management at BHEL, which in turn may help in strategic mapping of the competency retention mechanism. Practical implications - It is suggested that organizations should invest in the process of talent management and development of its employees for building up the reservoir of competencies of internal workforce so as to make them future-ready.Originality/value - The present study may lead to the conclusion that if talent management practices are effectively managed and successfully deployed, it could indeed result in the long term enhancement of satisfaction amongst the various levels of employees.

Improving the candidate experience

literatinetwork@emeraldinsight.com (Leigh Carpenter) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Purpose - This paper covers the inaugural U.K. employment candidate experience awards (The CandEs). It includes details of the program, best practice case studies and some of the 2012 CandEs winner success stories.Design/methodology/approach - This paper draws on research findings from participating organizations who shared data on their candidate experience processes and practices. This also includes research findings from 857 candidates who applied to these organizations. References may also be made to the North American research data as they have just concluded their 2nd year with 90 participating companies and 17,500 candidate responses. Some of the organizations featured include U.K. winners GE Capital, Risk Management Solution and Avanade, and North American winners adidas Group and Deloitte.Findings - Organizations who don’t recognize the importance of providing good candidate experience practices will find it increasingly difficult to source the right talent. Candidates expect a return on investment, and time invested will become the currency that fuels their expectations. Their key expectation/requirement will be timely, accurate and transparent communication. A personalized experience, and all that entails, will become the norm.Originality/value - The paper provides evidenced research findings which were verified by candidates who experienced part or all of the organizations’ recruitment process.

Talent management – where to start?

literatinetwork@emeraldinsight.com (Stuart Jones) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Measuring the matrix

literatinetwork@emeraldinsight.com (Kevan Hall) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Optimize ROI from training programs

literatinetwork@emeraldinsight.com (Diane Coolican) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Holly Cunnington, head of Recruitment

literatinetwork@emeraldinsight.com (Holly Cunnington) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

What is the best way to introduce staff to learning technologies?

literatinetwork@emeraldinsight.com (Dereth Wood) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Views from the top: A variety of leader perspectives on HR’s business impact

literatinetwork@emeraldinsight.com (Jill Miller) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Broadening the CEO selection pool – where will our future leaders come from?

literatinetwork@emeraldinsight.com (Jo Sellwood-Taylor, Sharon Mullen) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

An investigation of the relationship between work-life balance and employee engagement

literatinetwork@emeraldinsight.com (Beenish Wasay) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Research and results

literatinetwork@emeraldinsight.com (Sara Nolan) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.

Resources

literatinetwork@emeraldinsight.com (Sara Nolan) — Fri, 14 Jun 2013 00:00:00 +0100

Abstract

Not available.