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Energetic staff on the menu at Macdonald Hotels
In: Human Resource Management International Digest 19 (2011) 1, pp. 26-28
– Details such staff‐development initiatives as the hotel's induction program, its graduate‐training scheme, its Stairways to … Success training program and the level 2 National Vocational Qualification in customer service. Practical implications … – Reveals that the importance the company attaches to training is consistent with its policy of high employee involvement …
Persistent link: https://www.econbiz.de/10014752547
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Eurostar on track with revamped competency assessments
In: Human Resource Management International Digest 19 (2011) 1, pp. 29-31
has helped to improve understanding and internal coaching. Ongoing training opportunities have been increased by … assessments; employees start to appreciate that the assessments enhance their careers and enable them to develop more quickly …
Persistent link: https://www.econbiz.de/10014752548
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UPS delivers leadership‐development reforms
In: Human Resource Management International Digest 19 (2011) 6, pp. 11-13
Purpose – This paper aims to describe how global logistics provider UPS overhauled global training, leadership … company's current training and leadership‐development programs needed to evolve to ensure success in the modern global …‐development and training programs to: foster more strategically minded leaders; better engage younger generations; and make certain …
Persistent link: https://www.econbiz.de/10014752605
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The new social workplace
Lauby, Sharlyn - In: Human Resource Management International Digest 21 (2013) 3, pp. 3-5
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...
Persistent link: https://www.econbiz.de/10014752744
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Toshiba builds dealer skills through electronic and classroom‐based learning
In: Human Resource Management International Digest 10 (2002) 1, pp. 23-25
Toshiba’s electronic‐imaging division (EID) is a business in transition. Yesterday, it seemed, all photocopiers and fax machines were simply standalone pieces of kit. Today they are just as likely to be sitting on a network and will be seen as part of the IT infrastructure rather than simply...
Persistent link: https://www.econbiz.de/10014751814
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The search for great leadership
In: Human Resource Management International Digest 10 (2002) 2, pp. 4-7
Over a third of all executives and nearly half of junior managers say that the quality of leadership in their organization is poor, according to new research entitled Leadership: The Challenge for All?, launched by the Institute of Management (IM). The project, carried out by independent...
Persistent link: https://www.econbiz.de/10014751818
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Diversity creates global competitive advantage for South African Breweries
In: Human Resource Management International Digest 10 (2002) 5, pp. 14-17
social inequities in its hiring, promoting and training practices, and combating discrimination. The 49,000‐employee …
Persistent link: https://www.econbiz.de/10014751851
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People: a key ingredient at Pret A Manger
In: Human Resource Management International Digest 10 (2002) 6, pp. 6-8
Giving junior team members a significant role in hiring decisions and encouraging employee feedback on customer‐comment forms are just two of the unconventional human‐resource management practices that have helped to make Pret A Manger one of the most admired brands in Britain. McDonald’s...
Persistent link: https://www.econbiz.de/10014751865
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People development at Allen & Overy
In: Human Resource Management International Digest 10 (2002) 7, pp. 14-16
meeting their demanding targets in terms of billable hours. They can be cynical about the experience of training and skeptical …
Persistent link: https://www.econbiz.de/10014751873
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The hotel where staff give marks out of ten on their guests
In: Human Resource Management International Digest 10 (2002) 7, pp. 21-22
Hotel guests are used to awarding marks out of ten for the service they receive but, at the USA’s first restaurant and hotel to receive double‐five‐star (Mobil) and double‐five‐diamond (AAA) ratings, the staff award marks out of ten on their guests. Every night, waiters at The Inn at...
Persistent link: https://www.econbiz.de/10014751876