HR Strategy

Reasons Why Managers Oppose Public Sector Unions

  Possible Reasons Public-Sector Managers Resist Union Actions As with all issues, it would be unfair to make blanket statements that all unions do this or that, but there are certainly tendencies and actions, values, and goals that are quite common in public-sector unions. The following “business-impact” reasons have a …

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Refusing Applications from the Unemployed: Best Practice or Madness?

Is it a good idea for firms hiring to purposely exclude the unemployed from consideration? If you missed the news last summer (June 2010) about the growth of this practice, then you might be scratching your head and thinking to yourself, ‘that’s crazy.’ However, for those that follow trends and deal with job postings …

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The Best Firms to Build a Career in Talent Management

There are many lists that highlight great places to work. Fortune Magazine’s “100 Best Companies to Work For” andBusinessWeek’s “Best Places to Launch a Career” are two of the most compelling for general jobseekers. However, I have never come across a credible list designed specifically for those early in their career in the …

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Evaluating HR Through a CEO’s Eyes

Most HR measurements miss the boat! Many HR departments say they are a “business partner,” but few can provide any real evidence that they are having a strategic business impact. After years of studying CEO expectations of HR I’ve compiled a list of the kind of questions CEO’s might want …

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Agile Talent Management Is Required During Turbulent Times

Many corporate practitioners and HR consultants talk about being more strategic, but then turn around and focus on incremental improvements to strategies, models and practices decades old. When most, if not all, of the practices that form the foundation of the typical HR function today were conceived, times were different. …

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A Checklist for Predicting Corporate Disasters — Is Your Firm the Next BP?

Do People-Management Factors Cause Failures? In recent years, numerous scandals and disasters have demonstrated the far-reaching impact of corporate policy, and more importantly corporate practice. While firms like Enron, Bear Stearns, and “systems” best practice icon Toyota had well-documented processes, policies, and procedures, they also all engaged in management practices …

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