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Diversity in engineering takes off with Airbus award
In: Human Resource Management International Digest 23 (2015) 4, pp. 16-17
Purpose – Describes how Airbus has joined the Global Engineering Deans’ Council (GEDC), a worldwide forum for … excellence in engineering education, to run the GEDC Airbus award. Design/methodology/approach – Details the background to the … increase the diversity of the global engineering community by rewarding proven initiatives in the field. Social implications …
Persistent link: https://www.econbiz.de/10014753949
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Enterprise makes the most of modern apprenticeships
In: Human Resource Management International Digest 18 (2010) 1, pp. 30-32
Engineering Services. Design/methodology/approach – Draws extensively on the views of the company's managing director. Describes … the personal experiences of two apprentices. Findings – Reveals that engineering apprenticeships are a recognized route to … Engineering Services more productive and competitive. Social implications – Argues that modern apprenticeships are particularly …
Persistent link: https://www.econbiz.de/10014752462
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Kentz builds South Africa's workforce of tomorrow
In: Human Resource Management International Digest 20 (2012) 6, pp. 10-12
shortage of skilled workers in the fast‐growing South African construction and engineering industry by training people of its … all levels in the national construction and engineering industry. Social implications – The paper suggests that addressing …
Persistent link: https://www.econbiz.de/10014752694
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Tharsus Group pilots a course into employment
In: Human Resource Management International Digest 21 (2013) 2, pp. 17-19
Purpose – The purpose of this paper is to describe how UK engineering firm Tharsus Group teamed up with the Blyth Tall … employment in the expanding engineering and offshore sectors – to provide an engineering‐skills course to kick‐start the careers … for ten days over a three‐week period – proved to be an innovative way for Tharsus to fill an engineering‐skills gap at …
Persistent link: https://www.econbiz.de/10014752735
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OIS turns mistakes into learning opportunities
In: Human Resource Management International Digest 12 (2004) 6, pp. 14-17
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 its place as a world leader in its field. Central to the restructuring at the UK’s 420‐employee Oxford...
Persistent link: https://www.econbiz.de/10014752006
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A case of participating to effect change
In: Human Resource Management International Digest 11 (2003) 4, pp. 32-34
Public management in the UK has long been perceived as a bloated and over‐bureaucratic model. It is something that the UK enjoy lampooning, whether in tabloid newspaper articles about “red‐faced officials” or in radio or television comedy where public organizations tend to be viewed as...
Persistent link: https://www.econbiz.de/10014751940
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How top executives can hit the ground running
In: Human Resource Management International Digest 11 (2003) 7, pp. 34-36
Few executives hit the ground running in a new role, yet there is currently more and more pressure to do so. Dr Adrian Atkinson, managing director of business‐psychology organization Human Factors International, talks to David Pollitt, Human Resource Management International Digest editor,...
Persistent link: https://www.econbiz.de/10014751902
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HR as a catalyst in change management at BAA
In: Human Resource Management International Digest 11 (2003) 1, pp. 20-22
opportunity, employees would have the ability to make a greater contribution to company performance than had previously been …
Persistent link: https://www.econbiz.de/10014751912
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Workers’ playtime at Capital One
In: Human Resource Management International Digest 11 (2003) 2, pp. 4-9
It is not every company that would think to provide kayak racks for employees wishing to travel to work by boat, but that is precisely what Capital One did when it opened a new canal‐side building at its European headquarters site in Nottingham, UK. The move reflects an important philosophy at...
Persistent link: https://www.econbiz.de/10014751913
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Leeds lists the benefits of better work‐life balance
In: Human Resource Management International Digest 12 (2004) 7, pp. 21-23
With the labor market tightening in the UK, and some sectors having to battle hard to recruit and retain the best people, employers are realizing that they have to be responsive and inventive in trying to meet employee expectations for flexible benefits that help with their work‐life balance.
Persistent link: https://www.econbiz.de/10014752020