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The end of performance management: sorting the facts from the hype

Kinley, Nik - In: Strategic HR Review 15 (2016) 2, pp. 90-94

Purpose The purpose of this paper is to review recent developments in performance management processes and make recommendations for practice. Design/methodology/approach The paper reviews historical issues and developments in performance management processes, with particular attention paid to...

Persistent link: https://www.econbiz.de/10015016154

7 Ways every people leader should learn to adapt in the new hybrid world

Reavis, Annette - In: Strategic HR Review 22 (2023) 1, pp. 22-25

Purpose This paper aims to help provide a step-by-step approach for people leaders to learn to adapt to the new world of hybrid work. Design/methodology/approach The author draws on their own experiences as a Chief People Officer to develop the paper. Findings The author’s main findings in the...

Persistent link: https://www.econbiz.de/10015016176

Feel Good Management as valuable tool to shape workplace culture and drive employee happiness

Frenking, Stefanie - In: Strategic HR Review 15 (2016) 1, pp. 14-19

and drive employee happiness: a low cost but priceless strategy for engaging a global workforce. Design …/methodology/approach – A look back at Feel Good Management in practice after four years in global workforce. Findings – Very favorable impact … shape and act as ambassador but the entire workforce must embrace the approach for true success. Social implications …

Persistent link: https://www.econbiz.de/10015016237

Behavioral interviewing essentials (and why you should care)

Srinivasan, Leela; Humes, Maya - In: Strategic HR Review 16 (2017) 2, pp. 81-85

Purpose A candidate’s cultural fit is often just as important as their skill set, but more difficult to screen for. Behavioral interviewing, which involves probing into a candidate’s past behavior to predict their future behavior and performance, gives recruiters a reliable indication of...

Persistent link: https://www.econbiz.de/10015016241

Why well-being in the workplace matters

O’Neil, Beate - In: Strategic HR Review 16 (2017) 1, pp. 7-12

increasingly ageing workforce, it is essential for companies to have a defined well-being strategy. Originality/value This study …

Persistent link: https://www.econbiz.de/10015016245

How organisations can remove barriers to increase workforce collaboration

Watson, Andrew - In: Strategic HR Review 21 (2022) 1, pp. 31-33

coming up against to increase their workforce collaboration. Playing a key role in workforce transformation, HR faces …

Persistent link: https://www.econbiz.de/10015016279

Differences in preferences for appreciation across various work settings

White, Paul - In: Strategic HR Review 22 (2022) 1, pp. 17-21

appreciation in one of four appreciation languages. Results for 114,827 individuals were examined across the general workforce and …

Persistent link: https://www.econbiz.de/10015016282

Employee experience: the new human resource management approach

Plaskoff, Josh - In: Strategic HR Review 16 (2017) 3, pp. 136-141

Purpose Organizations must reframe their approach to how they relate to their employees. The new multi-generational workplace demands a new way of thinking about human resource management. Putting the employee’s total experience at the center produces a very different approach, beyond...

Persistent link: https://www.econbiz.de/10015016297

Cracking the hybrid work culture conundrum: how to create a strong culture across a workforce you may never even see

Evans, Ellie - In: Strategic HR Review 21 (2022) 2, pp. 46-49

workforce, changing values which are no longer fit for purpose, creating new workplace networking opportunities and recognising … findings demonstrate how this is not only beneficial for a business but for the workforce too – helping retain important talent …

Persistent link: https://www.econbiz.de/10015016315

Invisible management, visible results: a personal story

Stine, Philip C. - In: Strategy & Leadership 28 (2000) 6, pp. 23-27

What does it take to be a manager? In practical, day‐to‐day terms, most people with that title do not really know. Many are lifted from the ranks of technical workers, told they are managers, perhaps even given some objectives, and left on their own. This article suggests that a manager...

Persistent link: https://www.econbiz.de/10015016343