- How effective is your training?
A training needs analysis is the rock on which any L&D strategy should be built. However, learning and development has been known to spring up in organisations in the absence of any identified need. Teresa Russell speaks with two companies whose training needs analyses initiated positive, measurable organisational change
- What do employees really think?
Gathering meaningful feedback from the whole workforce can be a challenge in small and large organisations alike – but usually for differing reasons. Surveys have now evolved into being far more than the “staff happiness indicators” that they were in the past. Teresa Russell reports
- The business benefits of culture
Culture has traditionally been seen as one of those warm and fuzzy things that falls under the domain of HR. This is often because executives and management are happy to relegate the responsibility of culture change to the too hard basket, and are not willing to engage with their people in a real and meaningful way. However, there are an increasing number of executives that are putting culture on their agenda
- Talent management and corporate social investment
Milton Friedman said, “The only social responsibility of business is to increase its profits”. On the other hand, Michael Porter said, “CSR has emerged as an inescapable priority for business leaders in every country.”
- Navigating the M&A minefield
Two things never change about M&A deals. First, a large number will fail to deliver what the architects of the deal promised and second, that many people will lose their jobs when companies combine. Scott Moeller looks at the realities of M&As and examines some options for HR
- How to optimise employee emotions
Emotions play an important role in an organisation’s ability – or inability – to compete successfully, writes David Lee. By following some simple ground rules managers can develop a positive relationship with employees and harness their emotions for maximum impact on the job