Strategic HR Review: Volume 20 Issue 5

Editorial

Javier Bajer

Learning from lockdown

Vicky Walker

This paper aims to assess the varied and valuable well-being lessons learnt throughout the pandemic, from people and businesses alike and how they can be taken forward. To support…

Five moments of truth: presenting business results to senior executives

Jack J. Phillips, Patti P. Phillips, Klaas Toes

This paper aims to explore the executive request for program results. With major programs in place and other programs planned, executives want to know if they are working. The…

Introducing the BETAs: the emerging decision-makers you need to know

Jason Mander

This paper aims to understand the behaviors and attitudes of emerging decision-makers, who we refer to as the BETAs.

Building innovation capabilities through human resources practices

Frank Lattuch

Considering the distressingly low rate of success in introducing radical new products, the purpose of this paper is to reinforce the importance of taking human resources beyond…

Case study: why Paysend is moving to remote-first working

Alex Nicolaus

With the COVID-19 pandemic causing businesses to shake up social and work practices, the purpose of this paper is to explore why global fintech Paysend has decided to shift toward…

More is none? Exploring how SMEs describe their best practices in performance measurement

Steven Tam

This paper aims to provide owner/managers with access to an evidence-based study for the purpose of improving practice in performance measurement (PM) in their small and…

ENO receives standing ovation for employee engagement

Gary Cattermole

The purpose of this paper is to focus on cultural change and how to boost employee engagement for employees in the arts.

Common biases found in the workplace: visible and invisible inequalities

Veena Shenoy, Mohan Kumar