Table of contents
DLA moves from “revolving‐door culture” to great place to work: Communication, staff development and rewards play their part in major turn‐around
The UK’s ninth‐largest law firm has changed over the last five years from being regarded in legal circles as the “rottweilers from the north”, with a “revolving‐door culture”, to…
Outsourcing HR: the contrasting experiences of Amex and DuPont: No single model for the “best” solution
For 21st century companies, the imperative to reduce costs while providing better service is never far from view. In their search for HR solutions to this challenge, many are…
Tapping into the energy equation at Balfour Beatty Rail: Delivering an integrated business approach while maintaining local entrepreneurial spirit
Organizational energy at first can appear to be an obvious business concept. Any organization you care to pick only has a finite amount of human energy that it can muster to…
OIS turns mistakes into learning opportunities: Program helps to integrate new technical staff – but also achieves much more
A major restructuring program helped a developer and manufacturer of advanced scientific instrumentation to reduce its huge backlog of work, improve on‐time delivery and regain…
When Asda employees joined the Wal‐Mart “family”: Supermarket takeover was “a meeting of cultures”
The most important element of successful change is never to let your people get offside, says Marie Gill, head of organizational development at UK supermarket Asda, which recently…
Tesco pilots scheme to cut unplanned leave of absence: Approach wins backing of staff and union
Supermarket chain Tesco is piloting a scheme aimed at reducing unplanned leave of absence by its employees. The 12‐month pilot, running in 20 stores across the UK, involves giving…
Hilton hits the heights of hotel service with HR initiative: Equilibrium scheme creates the right balance for guests
In the world of hospitality the customer reigns supreme. In order to remain competitive it is essential for hoteliers not only to meet consumer expectations, but also to exceed…
Training is a never‐ending process at Nestlé: Company relies heavily on its own people rather than professional instructors
How does a company like Nestlé – the world’s largest food and beverage business with around 250,000 people employed in some 500 factories and offices across the globe – provide…
Nokia connects HR policy with company success: Firm seeks to defend its No. 1 slot in market share and profit margins
With more than 50,000 employees at 16 factories in nine countries, and research and development facilities in 11 countries, Finnish‐based Nokia is the largest maker of mobile…
Family fortunes at Flight Centre: Unusual business model takes off for award‐winning travel agency
In the wake of plunging share prices, airline collapses and global security threats over the past few years, the travel industry has not been a breeding ground for success…
Staff survey shows the way ahead for Palmer and Harvey: Ways of improving the working conditions and profitability revealed
A survey carried out among all 3,800 employees of a UK logistics and distribution business revealed generally high levels of employee satisfaction, but also opportunities to…
ISSN:
0967-0734Online date, start – end:
2002Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
Management Development ReviewEditor:
- Nicholas King