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Re‐engineering HR delivery at IBM
In: Human Resource Management International Digest 10 (2002) 6, pp. 9-12
Faced with declining revenues and significant business losses in the early 1990s, IBM reviewed its products, services, infrastructure, operations and functions. As part of this process, HR processes, policies and practices were either reformed or eliminated. Bob Gonzales, vice‐president of HR...
Persistent link: https://www.econbiz.de/10014751866
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The HR specialist as an agent of change
Sang Long, Choi; Khairuzzaman Wan Ismail, Wan - In: Human Resource Management International Digest 20 (2012) 2, pp. 24-28
issues and assist line managers in improving efficiency. Social implications – The paper explains how today's volatile …
Persistent link: https://www.econbiz.de/10014752651
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HR should be buried and then given a seat on the board
Bridle, Paul - In: Human Resource Management International Digest 18 (2010) 1, pp. 5-7
success. Design/methodology/approach – Warns managers against abdicating responsibility for leading their people, and HR … specialists against empire building. Highlights how HR should support managers and people to sustain the right business culture …. Findings – Advances the view that the leadership of an organization needs to involve HR and encourage it to make an …
Persistent link: https://www.econbiz.de/10014752453
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Improving leadership from the inside out
In: Human Resource Management International Digest 25 (2017) 6, pp. 24-26
writer who adds their own impartial comments and places the articles in context. Findings The playbook for leadership … on where leadership needs improvements and investment; the difficult part is identifying what the best approach would be …
Persistent link: https://www.econbiz.de/10014754099
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Getty Images puts e‐HR in perspective
In: Human Resource Management International Digest 10 (2002) 1, pp. 13-16
Getty Images believes that the Internet is the only way to reach a worldwide, disparate and multilingual employee group. Information technology is beginning to enable the company to deliver state‐of‐the‐art HR services. The company is a market leader in providing visual content primarily...
Persistent link: https://www.econbiz.de/10014751810
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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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Pod transforms learning at K. Stevens
In: Human Resource Management International Digest 10 (2002) 2, pp. 29-30
The East Midlands factory of K. Stevens (Leicester) Ltd has become the first in the UK to introduce a brightly‐coloured “pod”, which could transform learning in the workplace. The pod which houses the Learning Works system brings online learning into the workplace for employees of the...
Persistent link: https://www.econbiz.de/10014751827
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Mentoring is “a tool whose time has come”
In: Human Resource Management International Digest 10 (2002) 4, pp. 31-32
Economic downturns often see a reduction in training budgets. In some cases, they are axed altogether. But mentoring can help organizations and, in particular, information‐technology (IT) departments, to protect the investment they have made in technical personnel, and continue to develop the...
Persistent link: https://www.econbiz.de/10014751847
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Training helps PA Consulting to solve a retention problem
In: Human Resource Management International Digest 10 (2002) 5, pp. 26-28
From 2002:A high proportion of the 50 or 60 graduates recruited each year by a leading management, systems and technology consulting firm were leaving the company within three or four years. This was 2002, and to combat the problem, PA Consulting Group researched a number of training options. It...
Persistent link: https://www.econbiz.de/10014751856
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Jaguar uses game‐show techniques to get dealers up to speed
In: Human Resource Management International Digest 10 (2002) 6, pp. 28-29
Techniques based on popular television game‐show culture and online gaming psychology were used to train car dealers around the world in the features of the new Jaguar X‐Type. The CD‐ROM‐based training, designed to appeal to the competitive spirit of the Jaguar dealer, was commissioned...
Persistent link: https://www.econbiz.de/10014751863