Emerald | Human Resource Management International Digest | Table of Contents

The new social workplace

literatinetwork@emeraldinsight.com (Sharlyn Lauby) — Fri, 26 Apr 2013 00:00:00 +0100

Abstract

Purpose – The purpose of this paper is to outline the role social media plays in the life cycle of an employee. Design/methodology/approach – Human resources should approach the themes of social media similarly to the way that marketing approaches the topic. Findings – Human resources and marketing are very closely aligned when it comes to embracing and utilizing social tools. Practical implications – Layers of policy and procedure do nothing but limit organizational effectiveness when it comes to social media. Social implications – Social media is a tool to be leveraged, not a distraction to be abolished. Originality/value – Social media should be viewed from a transformational standpoint. It is not a transactional activity.

Social networking gets serious: Social networking moves beyond timewasting to become a powerful business tool

literatinetwork@emeraldinsight.com () — Fri, 26 Apr 2013 00:00:00 +0100

E-skills gap a concern for EU: Competitiveness at risk in ICT economy

literatinetwork@emeraldinsight.com () — Fri, 26 Apr 2013 00:00:00 +0100

Technology and talent: Creating an effective combination

literatinetwork@emeraldinsight.com () — Fri, 26 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Change is a constant factor in today's business world. Technology continues to play an important role in driving change and in helping organizations operate successfully in the wake of ever-intensifying competition. The demand for talent has naturally soared as a result, making it imperative to identify, nurture and manage top-performing employees more effectively. In many firms, the response has been to increase the emphasis on mentoring. Leaders are increasingly utilizing this strategy in their quest to achieve knowledge transfer, leadership development and succession planning objectives. Of course, it's rarely that simple. Setting up any mentoring program involves the often arduous job of finding suitable applicants, then matching them with the right mentors. Program content must be appropriate. Ditto its goals. Then there's the necessary evaluation to ascertain the program's effectiveness. And all this must be customized to fit the requirement of the company in question. Sure sounds a pretty daunting challenge. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

Have you got what it takes?: Study identifies where HR talent lies

literatinetwork@emeraldinsight.com () — Fri, 26 Apr 2013 00:00:00 +0100

Recruitment goes virtual: Use web-based technology intelligently for best results in recruitment

literatinetwork@emeraldinsight.com () — Fri, 26 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Recruitment has moved online. From advertising vacancies on social media sites to the use of online application forms and candidate selection software, the process of recruitment and selection has changed considerably over the past few years. The use of software programs to weed out suitable applicants is a boon for HR professionals tasked with sorting through numerous application forms for limited positions. While using social media tools makes the task much quicker, it can lack the discriminatory power of human intuition. This might mean that the ideal candidate is the person who has been overlooked. Candidates rejected by software rather than by a human recruiter often feel bitter about the lack of constructive feedback to help them prepare for their next application. However, some firms are getting it right with transparent procedures, simple online application forms and fixed screening periods that include feedback to candidates. Recruitment remains one of the most important tasks for any company. The new CEO of Yahoo demonstrates a commitment to recruitment by calling herself the company's “chief recruiter”. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

Talent show: Training workers for a high-tech world

literatinetwork@emeraldinsight.com () — Fri, 26 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Heightened competition is one of the more notable consequences of globalization. Powerhouse nations and emerging economies alike are thus urgently seeking to find new avenues for growth. Not surprisingly, next-generation industries are placed under the microscope. Countries believe that taking the high-tech route offers a genuine opportunity to secure or sustain a competitive edge. It is critically important to have a highly skilled workforce in place if such goals are to be realized. Certain nations invest to develop talent at home, whereas others look overseas for the right personnel. Some put their eggs in both of these baskets. This perception of technology as a key growth driver has also inspired a philosophy change in certain economies. Korea, for instance. Instead of following in the wake of technology leaders, it is adopting a more proactive strategy as a means to be at the forefront of development and ahead of China and other rival emerging economies. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

Issues in mobile learning technology

literatinetwork@emeraldinsight.com (Bob Little) — Fri, 26 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to outline some key issues in mobile learning technology. Design/methodology/approach – The paper discusses the impact of mobile learning technology, based on the author's experience in the field. Findings – Decide, design, develop and deploy is the standard four-step process relating to technology. The drivers for adopting new technologies in learning include not only the suppliers and the customers (the buyers) but also the consumers (users) – in other words, everyone. Increasingly – since about 2006 – consumers want to use mobile devices for learning and for the less formal “performance support”. Initially, there can a high cost of ownership (of the latest mobile devices). So the key issue for HR and learning & development (L&D) professionals is how to get the maximum value from, and use of, this technology. Originality/value – The paper outlines key issues in mobile learning technology facing HR and L&D professionals, in particular how to get the maximum value from, and use of, this technology.

New technologies and performance support

literatinetwork@emeraldinsight.com (Colin Coulson-Thomas) — Fri, 26 Apr 2013 00:00:00 +0100

Abstract

Purpose – This paper aims to discuss the impact new technology has had on performance support. Design/methodology/approach – The paper reports the findings from a five-year investigation into methods of improving performance in the workplace. Findings – HR applications of performance support offer significant advantages over general initiatives, e-learning and face-to-face approaches to training and mentoring. Creating a shared understanding of HR and other policies, procedures and rules can present particular problems, particularly in diversified organizations when components have different histories and practices. Originality/value – This article draws upon the findings of an investigation, which examined widely adopted approaches to improving performance with a view to identifying the most cost-effective options. The investigation suggests “new management” is needed, requiring a shift of emphasis from top-down direction and motivation to the provision of bottom-up support.

Habits for a highly-effective organization: An interview with Tomasin Magwood, Consultant, FranklinCovey

literatinetwork@emeraldinsight.com (Interview by Gareth Bell) — Fri, 26 Apr 2013 00:00:00 +0100

Abstract

Purpose – The purpose of this article is to provide an interview with FranklinCovey consultant Tomasin Magwood. Design/methodology/approach – The article takes the form of an interview. Findings – The article discusses the various challenges HR managers are currently faced with, and how they can be overcome. Originality/value – The interview offers insight for HR professionals on how to succeed in a challenging and changing environment.

The Modernisation of the Public Services and Employee Relations: Targeted Change