• People profit … and how to measure it by

    A company’s employees are typically its largest expense, but often the least measurable when it comes to productivity and profit. Craig Donaldson looks at how HR can help a company measure what an employee is really worth

  • Taking transparency a step too far by

    Despite repeated calls for greater transparency within companies, there are instances in which it is appropriate to mind what you say, writes David Creelman

  • Building intangible value from the outside in by

    Recent history demonstrates that the intangibles of business – quality of leadership, the ability to make things happen quickly, a clear growth strategy, strong functional competencies and brand recognition – matter in both bear and bull markets. Dave Ulrich and Norm Smallwood explain why

  • Cultural diversity, IBM style by

    Cultural diversity initiatives can provide organisations with a number of benefits, however there are a number of variables that can impact upon the success of such initiatives. Kylie Nicolson looks at the history of cultural diversity within IBM Australia, examines the business case for establishing diversity strategies and shares some of the initiatives employed by IBM

  • Partnering with business managers: a how-to guide by

    HR professionals are often accused of not having a grasp on business essentials, and as a result, suffer from a lack of credibility amongst their business peers. Craig Donaldson looks at how HR professionals can overcome this, the pitfalls of the process, and examines the role of HR in business partnering

  • HR’s role in driving a high-performance culture by

    The HR profession has been on the receiving end of criticism and outright bashing over the past few years. But, as Libby Sartain writes, a proven method for elevating the HR role is for HR to become the change agent for creating a high-performance culture

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