Globalisation is confronting us with big issues. Most of these have been around for a long time but their effect is more dramatic now. Every day, in the media, some new crisis, mistake or tragedy emerges but, equally, every day there is positive news – we learn more and there is some new step...

This is the second part of a two‐part article. The first was about the big issues arising largely from globalisation, how they are affecting our thinking and consciousness and how businesses and individuals are responding. This second part is about what individuals can do, ways of getting...

Purpose – During a typical diversity program, participants are encouraged to recognize, evaluate, and appreciate differences. The purpose of this paper is to explore the rationale for “Conversity ® ”: an alternative approach to diversity training that is based on connections....

Purpose – This paper aims to propose that a new approach to human resource (HR) audit is needed. It also aims to explain the new approach and introduce a range of tools to support it. Design/methodology/approach – The paper reviews traditional and existing common approaches, identifies the...

Introduces maximizing the benefits of coaching at a strategic level, rather than focusing purely on individual development, using The Royal Bank of Scotland Group (RBSG) as an example. Highlights how many organisations are failing to capture the broad benefits of coaching by seeing it purely as...

Presents new models for managing people. Part one explores underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Presents new models for managing people. Part one explored underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Discusses the new managerial model of the 1970s and 1980s which emphasizes flatter, flexible, less bureaucratic organizations, with increased employee awareness through training and development, and suggests that actual research reveals frustration and opposition to these ideas from trainees and...

Three consultants in ICL′s corporate HRD unit speak from their experience of self‐managed learning. They ask “Can self‐development provide people with sufficient confidence in their own future to engender a positive attitude to corporate change?” Three key points are illustrated with...

What issues will the HR function be facing over the next decade? Presents a quarterly meeting of the policy group of the HR Division of European Institute of Management in the year 2004. The members attending look back over the last decade, 1994 to 2004, focusing on the international dimensions,...