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Surviving the paradoxes of virtual teamwork

In: Human Resource Management International Digest 17 (2009) 4

Persistent link: https://www.econbiz.de/10014753130

Why do truck drivers speed away from the company?

In: Human Resource Management International Digest 11 (2003) 7, pp. 32-33

Around half of drivers with US trucking firms leave their jobs within three months of starting work. With employment in the US trucking industry increasing much faster than the country’s total employment growth, and despite a recent slowdown of the US economy, why are companies finding it so...

Persistent link: https://www.econbiz.de/10014751901

Passing on know-how (knowledge retention strategies)

In: Human Resource Management International Digest 17 (2009) 1

Persistent link: https://www.econbiz.de/10014753085

The figures add up for KPMG’s army of volunteers

In: Human Resource Management International Digest 10 (2002) 7, pp. 12-14

A UK accountancy firm which is “founded on its people and earns its licence to operate through them” allows any of its employees to take half a day each month in work time for regular volunteering. More than 2,000 employees, from all levels of seniority, take part in KPMG’s Community...

Persistent link: https://www.econbiz.de/10014751872

The training numbers add up for Custom Enterprises

In: Human Resource Management International Digest 21 (2013) 4, pp. 30-32

Purpose – The purpose of this paper is to describe how training helped to transform a single‐man UK accountancy practice into a fast‐expanding six‐person firm providing all aspects of financial management, from book‐keeping to statutory accounts. Design/methodology/approach –...

Persistent link: https://www.econbiz.de/10014753819

Understanding (how to recruit and retain) the best and brightest

In: Human Resource Management International Digest 15 (2007) 3

Persistent link: https://www.econbiz.de/10014752908

How to be a successful mentor: managing challenges, avoiding pitfalls, and recognizing benefits

Viator, R.E.; Dalton, D.; Harp, N. - In: Human Resource Management International Digest 20 (2012) 7

Persistent link: https://www.econbiz.de/10014753482

Can employees be co‐opted into embracing change?

In: Human Resource Management International Digest 12 (2004) 4, pp. 26-28

A common assertion made about people who appear to be busy but who achieve very little, is that they are mistaking movement for action. Conservatism is a natural enough human impulse. Employees are inclined to be believe that organizational change is being forced on them for its own sake and...

Persistent link: https://www.econbiz.de/10014751991

BP on the level with its leaders

Beal, Brian - In: Human Resource Management International Digest 13 (2005) 7, pp. 5-8

Purpose – The paper aims to review the latest management‐training development at energy‐company giant BP. Design/methodology/approach – This briefing is prepared by an independent writer who adds his own impartial comments and places two articles in context. Findings – Who are the most...

Persistent link: https://www.econbiz.de/10014752089

Scottish Water employees get learning “on tap”

In: Human Resource Management International Digest 13 (2005) 7, pp. 25-27

marketing campaign that helped to drive usage, so that learning time rose from 136 hours per month in December 2004 to 306 hours … in March 2005. Practical implications – Advances the view that the ease of access to learning means everyone has the … and field locations. Originality/value – Demonstrates that the learning solution helped Scottish Water to reduce its need …

Persistent link: https://www.econbiz.de/10014752096