Similar Search Results

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

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

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

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

Finding new roles for existing staff within your organization

North, Simon - In: Human Resource Management International Digest 19 (2011) 5, pp. 3-5

individual workers to understand that their personal and professional growth is a prerequisite for their ongoing professional …

Persistent link: https://www.econbiz.de/10014752590

Birmingham City Council links increased contribution and outcomes to reward and recognition

Rudge, Alan - In: Human Resource Management International Digest 19 (2011) 5, pp. 6-8

Purpose – Describes how a fair and transparent reward system based on performance is giving greater control over … performance development review (PDR) system has been delivered as part of the award‐winning Excellence in People Management … the PDR process has given Birmingham City Council the ability to manage effective performance and behaviors and link pay …

Persistent link: https://www.econbiz.de/10014752591

Contact‐center training ignites culture change at DRL

In: Human Resource Management International Digest 19 (2011) 5, pp. 9-11

Purpose – Describes how UK online white‐goods retailer DRL Ltd has seen higher sales, better customer satisfaction and a greater appetite for change following award‐winning training for its contact‐center employees. Design/methodology/approach – Explains the reasons for the training,...

Persistent link: https://www.econbiz.de/10014752592

A journey to award‐winning employee engagement

Powis, Anna - In: Human Resource Management International Digest 20 (2012) 5, pp. 31-34

a new performance‐management process with performance‐related pay, an employee‐engagement group and its approach to … focused performance and created a more open and rewarding work environment. The positive changes helped the charity to achieve …

Persistent link: https://www.econbiz.de/10014752629

Retaining good people through a focus on talent and purpose

Wilson, Clive - In: Human Resource Management International Digest 20 (2012) 2, pp. 29-31

growth is the clear role of line managers, and that the strategic provision of other processes such as coaching, mentoring … and facilitated workshops tailored to an individual organization's needs is essential in ensuring that personal growth can …

Persistent link: https://www.econbiz.de/10014752652

When migrating stars fail to shine

Burkus, David - In: Human Resource Management International Digest 20 (2012) 4, pp. 24-26

/methodology/approach – Summarizes the research on whether star performance can be maintained when performers move to new firms. Findings – Advances the … view that performance is largely dependent upon organizational context and, as such, does not transfer to new firms as well …

Persistent link: https://www.econbiz.de/10014752674