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PhotoBox focuses on employees' strengths
Farry, Michael - In: Human Resource Management International Digest 22 (2014) 1, pp. 15-17
Purpose – Reveals how line managers who play to their strengths and are noted for their positive leadership qualities … are fostering a positive and energizing culture with high levels of accountability and performance at PhotoBox, a UK … on personal growth and relevant skills development, in which core modules included a positive-leadership master-class and …
Persistent link: https://www.econbiz.de/10014753519
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Smart leadership blends hard and soft skills
Rao, M.S. - In: Human Resource Management International Digest 21 (2013) 4, pp. 38-40
Purpose – The purpose of this paper is to present the concept of smart leadership and outline how to excel as a leader … implications – Stresses the importance of learning continuously and of blending soft and hard skills, to achieve leadership … war leadership to nursing. Originality/value – The paper describes how to become an effective leader and outlines some of …
Persistent link: https://www.econbiz.de/10014753823
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Can HR leaders excel as company chief executive?
Rao, M.S. - In: Human Resource Management International Digest 21 (2013) 5, pp. 3-5
illustrates the realities of leadership development, with examples of a wide range of successful leaders. Originality/value – The …
Persistent link: https://www.econbiz.de/10014753917
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Exceptional HR leadership rests on four foundations
Longenecker, Clinton; Fink, Laurence S. - In: Human Resource Management International Digest 23 (2015) 1, pp. 21-24
Purpose – Considers the four foundations of exceptional human resource (HR) leadership – strong business acumen …, trustworthy leadership, great HR expertise and cultural stewardship – that must be in place to meet current and future human … resource challenges. Design/methodology/approach – Considers the four foundations of exceptional HR leadership – strong …
Persistent link: https://www.econbiz.de/10014754556
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The real invisible hand (leadership)
Caulkin, S. - In: Human Resource Management International Digest 20 (2012) 4
Persistent link: https://www.econbiz.de/10014753455
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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
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Finding new roles for existing staff within your organization
North, Simon - In: Human Resource Management International Digest 19 (2011) 5, pp. 3-5
Purpose – Considers why being able to find new roles for employees within the organization is of growing importance. Design/methodology/approach – Explains the need for organizations to identify what skills they will need in future and understand the individual strengths of the people they...
Persistent link: https://www.econbiz.de/10014752590